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Jonathan Paulus Rösler
Last Name
Rösler
First name
Jonathan Paulus
Email
jonathan.roesler@unisg.ch
Phone
+41767224665
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1 - 10 of 16
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PublicationType: journal articleJournal: Die VolkswirtschaftVolume: 96. JgIssue: 2
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PublicationEnergieeffizienz als Geschäftschance für den Maschinen- und Anlagenbau?( 2023)Angesichts steigender Energiekosten ist das Thema Energieeffizienz nicht erst seit heute von hoher Bedeutung für die in globaler Konkurrenz stehende produzierende Industrie. Maschinen- und Anlagenbauer versuchen, von der Nachfrage nach energieeinsparenden Lösungen zu profitieren. Paradoxerweise bleiben die erzielten Umsätze mit innovativen Paketen aus Hard- und Software sowie Services jedoch hinter den Erwartungen zurück. Auch der Versuch, Kunden mit neuen Geschäftsmodellen zu überzeugen, gelingt nicht in einem zufriedenstellenden Masse. Eine globale Befragung von Produktionsunternehmen offenbart die Gründe für dieses Phänomen aus Kundensicht und bietet gleichzeitig Ansatzpunkte, wie bestehende Barrieren durch die Anbieter überwunden werden können.Type: journal articleJournal: Zeitschrift für wirtschaftlichen FabrikbetriebVolume: 118Issue: 9
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PublicationScaling Digital Solutions in Healthcare: Paradoxical Tensions in Provider – Customer Relations and Coping Strategies(IEEE, 2023-10-18)Pejvak OghaziAn aging population, a lack of qualified medical staff, and rising costs in the healthcare sector pose major challenges to many societies. Implementing digital solutions in hospitals is a promising response to these challenges without compromising the quality of patient care. Nevertheless, the adoption of digital solutions in the healthcare environment is progressing more slowly than might be desirable. Adopting a paradox perspective, we study tensions in the relationship between the providers of digital solutions and hospitals (their customers) that can explain the slow uptake. Drawing on 39 interviews, our findings reveal nine tensions related to the three dimensions of a business model (value proposition; value creation and delivery; value capture). We also identify four coping strategies that allow solution providers to deal with these tensions, especially when building digital solutions in new ecosystems. The strategies to cope with paradoxical ten sions in interorganizational relationships include accommodation, avoidance, concession, and confrontation.Type: journal articleJournal: IEEE Transactions on Engineering ManagementIssue: ahead of print
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PublicationType: journal articleJournal: Die Volkswirtschaft
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PublicationValue Co-Creation between Public Service Organizations and the Private Sector: An Organizational Capabilities Perspective( 2021)
;Louise HancockTheoretically based on public service logic (PSL), this paper explores the barriers and capabilities surrounding public sector value co-creation with private sector organizations in the context of digital transformation. Specifically, value co-creation efforts at a large public transport and rail infrastructure provider are examined from multiple perspectives using an exploratory case study approach. Based on qualitative interview data, six barriers that hinder value co-creation in public service ecosystems and five corresponding organizational capabilities required to overcome them are identified. The study contributes to the field of public management research by shedding light on the concept of value co-creation in public-private sector digitalization collaborations.Type: journal articleJournal: Administrative SciencesVolume: 11(2)Issue: 55 -
PublicationDigital servitization in healthcare: A paradox perspective on provider-customer-tensions( 2022)
;Heiko GebauerThe existing literature on digital servitization scarcely addresses the complexities and conflicts originating from provider-customer interactions. This study approaches the topic with an original, relational perspective, adopting the paradox theory lens to investigate inter-organizational tensions between providers and customers of smart product-service-software systems in healthcare. Drawing on 32 interviews with providers and customers, we identify 15 tensions, highlight the prevailing context in which these tensions emerge, and derive 4 provider coping strategies. This study contributes to emerging digital servitization literature and sheds light on the nested nature of provider-customer tensions in an industry exhibiting very specific characteristics. Our findings provide evidence that digital servitization is more complex for providers than pursuing service growth alone. For managers, our study underlines the importance of context-specific decision-making and the necessity to act ambidextrously to cope successfully with conflicting internal and external expectations. Building up resources, developing capabilities, adapting processes, and defining new roles for digital is important but cannot alone help providers to overcome prevailing tensions with their customers. Instead, service providers are well-advised to pursue and develop customer-segments-specific strategies and business models while learning to accept and deal with persistent trade-offs and conflicts.Type: conference paper -
PublicationA Capability Model for Equipment-as-a-Service Adoption in Manufacturing Companies(Springer, 2021-06-26)
;West, Shawn ;Jürg MeierhoferThierry BüchelerIn the light of digital transformation, manufacturing companies are challenged to rethink their business models as technologies, such as the Internet of Things (IoT), that allow innovative product and service offerings. Equipment-as-a-service (EaaS) is a business model that combines both the product and the services needed to maintain and operate the equipment in one offering, whereas the revenue model is based on the actual value (e.g. usage-based, availability-based, outcome-based) provided. Despite high practical relevance, little is known about the required capabilities to introduce and operate such models, as this phenomenon has just started to be explored. Addressing this gap, our study aspires to provide a first understanding of which capabilities are required for introducing and operating the EaaS business model. Based on the insights gathered from interviews with 18 executives from over 14 manufacturing companies that have introduced such offerings, we present a capability model for assessing the maturity needed to introduce and offer EaaS. While bridging the gap between theory and practice, we leveraged state-of-the-art knowledge to help manufacturing companies better understand where they find themselves concerning the capabilities required to introduce and operate the EaaS model.Type: conference paperJournal: Progress in IS -
PublicationEnhancing the Customer Journey with Digital Self-Services(Springer International Publishing, 2023-06-09)Digital marketing has transformed the interaction between companies and their customers, and the transformation does not spare the automotive semiconductor industry either. The shift of sales and marketing through digital channels has been crucial in facilitating digital customer and prospect engagement in this industry. This book aims to providing insights into various aspects of digital customer engagement in the automotive semiconductor industry, including organizational design, strategy, operation, and campaign optimization, to mention a few. Therefore, the chapters cover a wide range of topics, from the opportunities and necessities of digital transformation to the key role of disruptive digital marketing approaches, and from creating meaningful marketing content to enhancing the customer journey with digital self-services.
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PublicationDigital Servitization Barriers of Medical Technology Firms: An Exploratory Study(Springer, 2022-04-27)
;Eugster, PatrickType: book sectionJournal: Smart Services Summit -
PublicationService Operations(Springer, 2021-06-21)
;Thomas FriedliThis chapter explores service operations management, which covers the activities, decisions, and responsibilities of operations managers in industrial service organizations. Although service operations management is a field not often seen at the top of manufacturing companies’ agendas, it is of crucial importance due to its significant influence on customer experience and satisfaction. This chapter first presents a brief historic overview of the development of the field and then discusses the various opportunities that arise from superior service operations management. Finally, recommendations to realize superior service operation performance are presented.