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  • Skålen, Per; Fougère, Martin (Emerald Group Publishing Ltd., 2007)
  • Lindman, Juho; Juutilainen, Juha Pekka; Rossi, Matti (2009)
    The software stack opened under Open Source Software (OSS) licenses is growing rapidly. Commercial actors have released considerable amounts of previously proprietary source code. These actions beg the question why companies choose a strategy based on giving away software assets? Research on outbound OSS approach has tried to answer this question with the concept of the “OSS business model”. When studying the reasons for code release, we have observed that the business model concept is too generic to capture the many incentives organizations have. Conversely, in this paper we investigate empirically what the companies’ incentives are by means of an exploratory case study of three organizations in different stages of their code release. Our results indicate that the companies aim to promote standardization, obtain development resources, gain cost savings, improve the quality of software, increase the trustworthiness of software, or steer OSS communities. We conclude that future research on outbound OSS could benefit from focusing on the heterogeneous incentives for code release rather than on revenue models.
  • den Hond, Frank; de Bakker, Frank G. A. (Gower, 2012)
    Stakeholder theory faces two closely related challenges in the light of globalization. On the one hand, globalization has not only led many firms to explore and expand into different parts of the world, it has also created possibilities for non-traditional stakeholders to ‘knock on the doors’ of firms and make their concerns heard. On the other hand, the context of the multitude and complexity of novel stakeholder relationships that were not usually considered in stakeholder mappings renders the issue of corporate responsibility even more ‘political’ than stakeholder relationships have always been. However, exactly how such non-traditional stakeholders knock on the firms’ doors has insufficiently been explored in stakeholder theorizing. Stakeholder theory appears to have difficulty in explaining the potential leverage that stakeholder groups without a clear and direct stake in a firm may exert over that particular firm. We propose to speak of ‘boomerang politics’ as a general and overarching term in order to advance stakeholder theory in the light of the challenges from globalization by exploring how non-traditional stakeholders knock on firms’ doors.
  • Lindman, Juho; Kinnari, Tomi; Rossi, Matti (I E E E, 2015)
  • Holmlund, Maria; Kock, Sören (Elsevier Inc., 1995)
  • Haavisto, Ira; Kovacs, Gyöngyi (Gower, 2013)
    Chapter 27
  • Nyman, Linus Morten; Lindman, Juho (Talent First Network, 2013-01-15)
  • Korkeamäki, Timo; Pöyry, Salla Fanny Helena; Suo, Maiju (Elsevier BV * North-Holland, 2014)
  • Gebauer, Heiko; Kowalkowski, Christian (Emerald Group Publishing Ltd., 2012)
    Purpose – The paper aims to provide a better understanding of the interrelatedness of customer and service orientations in the organizational structures of capital goods manufacturing companies. Design/methodology/approach – A qualitative, multi-case research design was employed using 36 European capital goods manufacturing companies. Findings – This article explored four different patterns of how companies move from being product-focused to service-focused, and from having an organizational structure that is geographically focused to one that is customer-focused. The four patterns are termed as follows: emphasizing service orientation, service-focused organizational structure, emphasizing customer orientation, and customer-focused organizational structure. Research limitations/implications – Although the study is based on 36 case studies, the external validity (generalizability) of the findings could not be assessed accurately. Practical implications – The description of the four organizational approaches offers guidance for managers to restructure their companies towards service and customer orientations. Originality/value – The article links the relatively independent discussions of service and customer orientations in the context of organizational structures. The four patterns provide a better understanding of how capital goods manufacturers integrate increased customer and service focuses in their organizational structures.
  • Strandvik, Tore; Holmlund, Maria; Edvardsson, Bo (Emerald Group Publishing Ltd., 2012-01-20)
  • Lindman, Juho; Tammisto, Yulia (2012-06-20)
  • Laakso, Mikael; Björk, Bo-Christer (John Wiley & Sons, Inc., 2013)
    Delayed open access (OA) refers to scholarly articles in subscription journals made available openly on the web directly through the publisher at the expiry of a set embargo period. Though a substantial number of journals have practiced delayed OA since they started publishing e-versions, empirical studies concerning open access have often overlooked this body of literature. This study provides comprehensive quantitative measurements by identifying delayed OA journals, collecting data concerning their publication volumes, embargo lengths, and citation rates. Altogether 492 journals were identified, publishing a combined total of 111 312 articles in 2011. 77,8 % of these articles were made open access within 12 months from publication, with 85,4 % becoming available within 24 months. A journal impact factor analysis revealed that delayed OA journals have on average twice as high average citation rates compared to closed subscription journals, and three times as high as immediate OA journals. Overall the results demonstrate that delayed OA journals constitute an important segment of the openly available scholarly journal literature, both by their sheer article volume as well as by including a substantial proportion of high impact journals.
  • Kovacs, Gyöngyi; Matopoulos, Aristides; Hayes, Odran (IGI Global, 2012)
  • Tatham, Peter; Kovacs, Gyöngyi (IGI Global, 2012)
  • Biggemann, Sergio; Kowalkowski, Christian; Maley, Jane; Brege, Staffan (Elsevier Inc., 2013)
  • Fougère, Martin; Moulettes, Agneta (Sage Publications Ltd., 2012-01-31)
  • Strandvik, Tore; Helkkula, Anu (Department of Business Studies. Uppsala University, 2013-10)
  • Editorial 
    Kindström, Daniel; Kowalkowski, Christian (Emerald Group Publishing Ltd., 2014)