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Now showing items 29-48 of 155
  • Lampinen, Airi; Huotari, Kai Juhani Erkinpoika; Cheshire, Coye (F & D TT press; Scuola IaD, 2015)
  • 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)
  • Rönnqvist, Samuel; Sarlin, Peter (2015)
  • 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)
  • Välikangas, Liisa (Cambridge University Press, 2015-03-01)
    I am honored to join the MOR editorial team as the editor for Dialogue, Debate, and Discussion. My commitment is to facilitate dialogue, debate, and discussion on management and organization theory that is rooted in practice in emerging economies yet has implications beyond. Let us learn ‘slowly’ (cf. Levinthal & March, 1993) and resist too fast convergence to Western management methods before we have a chance to better understand and assimilate the divergence around the world.
  • Kindström, Daniel; Kowalkowski, Christian; Sandberg, Erik (Elsevier Inc, 2013)
  • Pura, Minna; Koskull von, Catharina (2015-12-02)
    This paper draws on a series of ethnographic studies conducted in different service industries and illustrates how different types of observation can be utilized in service innovation projects. We compare traditional ways of observing organizations with novel methods such as chat based team collaboration tools that enable cost effective observation 24/7 even in geographically dispersed locations. We identify benefits and challenges with each observation mode for service innovation research in particular, but also for reflective research practice and field research in general. The strengths as well as the weaknesses of applying different modes of observations will be addressed and suggestions for useful mode(s) for radical and incremental innovations will be presented.