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Reaping Value from Digitalization in Swedish Manufacturing Firms

PublikationBokkapitel
Digitalisering, Företagandets villkor, Karl Wennberg, Magnus Mähring, Robert Demir, Tillverkningsindustri

Sammanfattning

Excerpt: In this chapter, we take a fresh look at what is actually happening in the area of digitalization, with a particular focus on the Swedish manufacturing sector. […] We particularly focus upon patterns in the ways in which they seek to develop innovations and explore new business models from their activities related to product sensors and wireless data, cloud-based data warehouses, computer-aided manufacturing and 3D printing, big data technologies, and application programming interfaces (APIs). Our findings suggest that while many Swedish industrial firms have developed a strong edge through a combination of high-quality products, international presence, and decentralization, the latter in particular poses challenges when it comes to digital transformation. Digitalization may necessitate large investments across business segments, standardisation, and knowledge sharing regarding both customers and digital solutions in order to create new customer offerings. Points for reflection are then discussed, along with recommendations for scholars that are seeking to develop new and relevant knowledge by studying the transformation of Swedish industry, as well as for managers seeking to benchmark their digitalization activities to others.

Mähring, M., Wennberg, K., & Demir, R. (2018). Reaping Value from Digitalization in Swedish Manufacturing Firms: Untapped Opportunities? In P. Andersson, S. Movin, M. Mähring, R. Teigland, & K. Wennberg (Eds.), Managing Digital Transformation (pp. 39-63). Stockholm: SIR.

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Sammanfattning

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BokkapitelPublikation
Demir, R., Grossmann-Hensel, B., Jarzabkowski, P., Kratochvil, R., Seidl, D., ...
Publiceringsår

2025

Publicerat i

Edward Elgar Publishing.

Sammanfattning

Frontline Strategy Work has recently evolved into an important phenomenon in Strategy-as-Practice (SAP) research, particularly concerning frontline employees (FLEs). FLEs are non-managerial staff with distinct roles, identities, and organisational tasks. They are typically divided into two categories: frontline workers, who handle operational, supplier, and customer-facing roles, and frontline leaders, who oversee teams and report to middle management. Despite lacking managerial privileges, FLEs play a critical role in bridging the organisation and its customers, influencing customer satisfaction and organisational outcomes. Frontline Strategy Work is crucial to understanding how strategy emerges in organisations. SAP scholars have expanded the traditional view of strategising beyond upper management. The focus on Frontline Strategy Work has brought FLEs into strategic analysis, enabling scholars to apply various theoretical lenses.

Resourcing
BokkapitelPublikation
Robert Demir
Publiceringsår

2025

Publicerat i

Encyclopedia of Strategy as Practice.

Sammanfattning

Resourcing is a dynamic, context-dependent process where individuals actively transform potential assets or objects (e.g., PowerPoint, technology) into valuable resources through purposeful actions and interactions. Rather than viewing resources as static entities with fixed properties, resourcing emphasises their mutability and use in practice. In her seminal work, Feldman defined resourcing as “the creation in practice of assets such as people, time, money, knowledge, or skill; and qualities of relationships such as trust, authority, or complementarity such that they enable actors to enact schemas”. This suggests that resourcing is the process through which actors mobilise and transform potential assets into actionable resources within specific organisational contexts. Unlike static views of resources, this perspective views resources as relational and emergent.

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