Digital Artifacts in Industrial Co-creation: How to Use VR Technology to Bridge the Provider-Customer Boundary

Kostis, Angelos; Ritala, Paavo

doi:10.1177/0008125620931859

Cited by 31 publications

(28 citation statements)

References 25 publications

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“…The orange cluster groups those studies dealing with digital technologies and their instrumental role in enabling industrial co‐creation practices in business‐to‐business contexts (Kostis & Ritala, 2020), stimulating knowledge exchanges (Boeker et al, 2019; Forman & Zeebroeck, 2019; Trantopoulos et al, 2017), inducing adoption of business model portfolios strategies (Alshawaaf & Lee, 2020; Li, 2020; Parmentier & Mangematin, 2014), unveiling the mechanisms to trigger growth through rapid scaling (Huang et al, 2017), and shedding light on the performance outcomes related to ICT implementation (Millán et al, 2019).…”

Section: Digital Transformation and Innovation Management: Opening Upmentioning

confidence: 99%

Digital Transformation and Innovation Management: A Synthesis of Existing Research and an Agenda for Future Studies

Appio

Frattini

Petruzzelli

et al. 2021

J of Product Innov Manag

355

176

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Management and organizational scholars have paid increasing attention to the interconnections between digital transformation and innovation management in the last decade. However, a highly fragmented understanding of this topic is what we are left with so far. In this editorial, we suggest an approach to open up the black box of the interplay between digital transformation and innovation management by providing a framework that identifies three levels of analyisis (i.e., macro, meso, and micro) along which existing and future research on the topic can be organized. This model encourages scholars to conduct theoretical and empirical studies on how digital transformation affects ecosystems’ structure and governance, how industries and firms compete and organize for innovation in a digitalized world, how the processes for developing new products and services change under the effect of digital technologies, and the implications of digital transformation on managing people and teams involved in the innovation process, among the other topics. We also provide a synthesis of the eight papers published in the Special Issue that this editorial introduces and develop an agenda for future research that will hopefully contribute to encourage and shape future scholarly efforts into this field.

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Section: Digital Transformation and Innovation Management: Opening Upmentioning

confidence: 99%

Digital Transformation and Innovation Management: A Synthesis of Existing Research and an Agenda for Future Studies

Appio

Frattini

Petruzzelli

et al. 2021

J of Product Innov Manag

355

176

View full text Add to dashboard Cite

show abstract

“…In the same manner, sensors and machine vision can track the deterioration of tools in the machining process and support quality inspections of product components (Anderl, 2015;Lins et al, 2020;Moru and Borro, 2020). Finally, visualisation technologies enable employees to interact with a virtual object or process that is connected to the physical world (Kostis and Ritala, 2020). Overall, these software components, by improving the digitalto-physical transfer capability and extending connectivity aimed at sharing information can reduce information asymmetry in the SC at the production process level and simplify its monitoring and analysability (B€ uy€ uk€ ozkan and G€ oçer, 2018;Fatorachian and Kazemi, 2020).…”

Section: Technology Subsets In the Digital Transformation Of Scsmentioning

confidence: 99%

The interplay between digital transformation and governance mechanisms in supply chains: evidence from the Italian automotive industry

Paolucci

Pessot

Ricci

2021

IJOPM

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PurposeThis paper aims to investigate the effect of specific subsets of digital technologies and governance mechanisms (i.e. relational and contractual) on the efficiency of the automotive supply chain (SC).Design/methodology/approachBuilding on the Transaction Costs Economic (TCE) theory, and on the literatures on the governance and Digital Transformation of SCs, the research employs a multi-respondent survey on a sample of 101 Italian automotive suppliers. It analyses the interplay between investments in network and physical–digital interface technologies and buyer–supplier relationship governance models in a joint product development effort. The related effects on costs, from the automotive suppliers' perspective, are considered.FindingsThe results confirm the TCE assumptions on governance mechanisms being appropriate to enhance cost performance, but in particular show that digital technologies shape the governance of buyer–supplier relationships with different patterns. The features of synchronisation and accessibility, as ensured by network technologies, are found to strengthen the impact of contractual governance, while the adoption of physical–digital interface technologies, and their enhanced features of virtualisation and traceability, further enhance the impact of relational governance on the efficiency improvements of suppliers.Practical implicationsSC actors need to recognise the importance of long-term collaboration and superior coordination through investments in specific subsets of digital technologies, to ensure a higher product and production data codifiability, transparency and thus integration at both an intra- and an inter-firm level.Originality/valueThis study is one of the first to have considered Digital Transformation in SCs from the suppliers' perspective and its implications on the efficiency of relationship governance with buyers.

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“…flexible manufacturing). Buyers have a remote access to configure smart products and services according to their required specifications, and can create prototypes, for example with the use of VR technology (Kostis & Ritala, 2020). In purchasing and sales, chatbots allow for personalized and real-time communications in RFI processes and sales transactions, while automated negotiation systems and pricing systems use ML methods to factor in supplier-specific information (Schulze-Horn et al, 2020).…”

Section: Ai Creates Value For Business Customers and Supply Chain Par...mentioning

confidence: 99%

Smart Business and the Social Value of AI

Leszkiewicz¹,

Hormann²,

Krafft³

2022

Advanced Series in Management

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Organizations across industries are increasingly using Artificial Intelligence (AI) systems to support their innovation processes, supply chains, marketing and sales and other business functions. Implementing AI, firms report efficiency gains from automation and enhanced decision-making thanks to more relevant, accurate and timely predictions. By exposing the benefits of digitizing everything, COVID-19 has only accelerated these processes. Recognizing the growing importance of AI and its pervasive impact, this chapter defines the "social value of AI" as the combined value derived from AI adoption by multiple stakeholders of an organization. To this end, we discuss the benefits and costs of AI for a business-to-business (B2B) firm and its internal, external and societal stakeholders. Being mindful of legal and ethical concerns, we expect the social value of AI to increase over time as the barriers for adoption go down, technology costs decrease, and more stakeholders capture the value from AI. We identify the contributions to the social value of AI, by highlighting the benefits of AI for different actors in the organization, business consumers, supply chain partners and society at large. This chapter also offers future research opportunities, as well as practical implications of the AI adoption by a variety of stakeholders.

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Digital Artifacts in Industrial Co-creation: How to Use VR Technology to Bridge the Provider-Customer Boundary

Cited by 31 publications

References 25 publications

Digital Transformation and Innovation Management: A Synthesis of Existing Research and an Agenda for Future Studies

Digital Transformation and Innovation Management: A Synthesis of Existing Research and an Agenda for Future Studies

The interplay between digital transformation and governance mechanisms in supply chains: evidence from the Italian automotive industry

Smart Business and the Social Value of AI

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