DEMAT: sustainability assessment of new flexibility-oriented business models in the machine tools industry

References

• Ahmed, P. K., G. Hardaker, and M. Carpenter. 1996. “Integrated Flexibility-Key to Competition in a Turbulent Environment.” Long Range Planning 29 (4): 562–571. doi:10.1016/0024-6301(96)00048-9.
   Web of Science ®Google Scholar
• Amico, M., F. Asl, Z. J. Pasek, and G. Perrone. 2006. “Real Options: An Application to RMS Investment Evaluation.” Journal of Reconfigurable Manufacturing Systems and Transformable Factories 1: 675–693. doi:10.1007/3-540-29397-3_34.
   Google Scholar
• Amico, M., Z. J. Pasek, and F. Asl. 2003. “A New Methodology to Evaluate the Real Option of an Investment Using Binomial Trees and Monte Carlo Simulation.” Proceedings of the 2003 Winter Simulation Conference 1: 351–359. doi:10.1109/WSC.2003.1261443.
   Google Scholar
• Azarenko, A., R. Roy, E. Shehab, and A. Tiwari. 2009. “Technical Product-Service-Systems: Some Implications for the Machine Tool Industry.” Journal of Manufacturing Technology Management 20 (5): 700–722. doi:10.1108/17410380910961064.
   Google Scholar
• Bengtsson, J. 1999. “The Value of Manufacturing Flexibility: Real Options in Practice.” In Proceedings of the 3rd Annual Real Options Conference, 1999. Accessed May 23, 2014. http://www.realoptions.org/papers1999/BENGTSSON.PDF
   Google Scholar
• Bengtsson, J. 2001. “Manufacturing Flexibility and Real Options: A Review.” International Journal of Production Economics 74 (1–3): 213–224. 10.1016/S0925-5273(01)00128-1.
   Web of Science ®Google Scholar
• Biege, S., G. Copani, G. Lay, S. Marvulli, and M. Schroeter. 2009. “Innovative Service-Based Business Concepts for the Machine Tool Building Industry.” In Proceedings of the 1st CIRP Industrial Product-Service Systems (IPS2) Conference, edited by T. Sakao, T. Larsson, and M. Lindahl, April 1–2, 173–179. Cranfield: Cranfield University.
   Google Scholar
• Bottazzi, A., A. Dubi, A. Gandini, A. Goldfeld, R. Righini, and H. Simonot. 1992. “Improving the Preventive Maintenance of a Bus Yard by a Monte Carlo Simulation Method.” Proceedings of the European safety and reliability conference, Copenhagen, June 9–12, 883–895.
   Google Scholar
• Brax, S. 2005. “A Manufacturer Becoming Service Provider – Challenges and a Paradox.” Managing Service Quality 15 (2): 142–155. doi:10.1108/09604520510585334.
   Google Scholar
• Chesbrough, H. 2010. “Business Model Innovation: Opportunities and Barriers.” Long Range Planning 43 (2–3): 354–363. doi:10.1016/j.lrp.2009.07.010.
   Web of Science ®Google Scholar
• Copani, G., and S. Marvulli. 2010. “Business Model Life Cycle Evaluation: Two Successful Case Studies in the Machine Tool Sector.” Proceedings of the 17th CIRP international conference on life cycle engineering, Heifei, May 19–21. University Technology Press.
   Google Scholar
• Copani, G., S. Marvulli, C. Colombo, and L. Molinari Tosatti. 2008. “An LCC-LCA Methodology to Design Manufacturing Systems under a Business Model Perspective.” Proceedings of the 6th CIRP international conference on intelligent computation in manufacturing engineering (CIRP ICME ’08), Naples, July 23–25.
   Google Scholar
• Copani, G., L. Molinari Tosatti, G. Lay, M. Schroeter, and R. Bueno. 2007. “New Business Models Diffusion and Trends in European Machine Tool Industry.” Proceedings of the 40th CIRP international manufacturing systems seminar, Liverpool, June.
   Google Scholar
• Copani, G., and M. Urgo. 2012. “New Business Models and Configuration Approaches for Focused-Flexibility Manufacturing Systems.” Procedia CIRP 2: 10–15.
   Google Scholar
• Damodoran, A. 2007. Strategic Risk Taking: A Framework for Risk Management. Upper Saddle River, NJ: Pearson Prentice Hall.
   Google Scholar
• Gebauer, H., E. Fleisch, and T. Friedli. 2005. “Overcoming the Service Paradox in Manufacturing Companies.” European Management Journal 23 (1): 14–26. doi:10.1016/j.emj.2004.12.006.
   Google Scholar
• Hsia, P., J. Samuel, J. Gao, D. Kung, Y. Toyoshima, and C. Chen. 1994. “Formal Approach to Scenario Analysis.” IEEE Software 11 (2): 33–41. doi:10.1109/52.268953.
   Web of Science ®Google Scholar
• Lay, G., H. Meier, J. Schramm, and A. Werding. 2003. “Betreiben Statt Verkaufen – Stand Und Perspektiven Neuer Geschäftsmodelle Für Den Maschinen-Und Anlagenbau.” Industrie-Management 19 (4): 9–14.
   Google Scholar
• Malleret, V. 2006. “Value Creation through Service Offers.” European Management Journal 24 (1): 106–116. doi:10.1016/j.emj.2005.12.012.
   Google Scholar
• Marvulli, S., G. Copani, and S. Biege. 2009. “A Knowledge Base of Technical Guidelines for Machines Configuration in Innovative Business Environments.” Proceedings of the 16th international conference on life cycle engineering. El Cairo, May 4–6.
   Google Scholar
• Morris, M., M. Schindehutte, and J. Allen. 2005. “The Entrepreneur’s Business Model: Toward a Unified Perspective.” Journal of Business Research 58 (6): 726–735.
   Web of Science ®Google Scholar
• Nguyen, D., and M. Bagajewicz. 2008. “Optimization of Preventive Maintenance Scheduling in Processing Plants.” Proceedings of the 18th European Symposium on Computer Aided Process Engineering 25: 319–324.
   Google Scholar
• Osterwalder, A., Y. Pigneur, and C. L. Tucci. 2005. Clarifying Business Models: Origins, Present, and Future of the Concept. Communications of Association for Information Systems. Accessed May 23, 2014. http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.83.7452&rep=rep1&type=pdf
   Google Scholar
• Postma, T. J., and F. Liebl. 2005. “How to Improve Scenario Analysis as a Strategic Management Tool?” Technological Forecasting and Social Change 72 (2): 161–173. doi:10.1016/j.techfore.2003.11.005.
   Web of Science ®Google Scholar
• Sanchez, A., J. Ocaña, and C. Ruíz de Villa. 1992. “An Environment for Monte Carlo Simulation Studies (EMSS).” Proceedings of the 10th symposium on computational statistics (COMPSTAT), Neuchâtel (CH), August.
   Google Scholar
• Shafer, S. M., H. J. Smith, and J. C. Linder. 2005. “The Power of Business Models.” Business Horizons 48 (3): 199–207. doi:10.1016/j.bushor.2004.10.014.
   Google Scholar
• Teece, D. J. 2010. “Business Models, Business Strategy and Innovation.” Long Range Planning 43 (2–3): 172–194. doi:10.1016/j.lrp.2009.07.003.
   Web of Science ®Google Scholar
• Tsvetkova, A., and M. Gustafsson. 2012. “Business Models for Industrial Ecosystems: A Modular Approach.” Journal of Cleaner Production 29–30: 246–254. doi:10.1016/j.jclepro.2012.01.017.
   Web of Science ®Google Scholar
• Tukker, A. 2004. “Eight Types of Product-Service System: Eight Ways to Sustainability? Experiences from Suspronet.” Journal of Business Strategy and the Environment 13 (4): 246–260. doi:10.1002/bse.414.
   Google Scholar
• Urbani, A., L. Molinari-Tosatti, and Z. Pasek. 2002. “Manufacturing Practices in Dynamic Markets: Reconfigurability to Enable a Service-Based Manufacturing Capacity Supply.” Proceedings of the international mechanical engineering congress and exposition (IMECE 2002: ASME), New Orleans, November 17–22.
   Google Scholar
• Weissenberger, M., and S. Biege. 2010. “Design for Industrial Product-Services Combinations-A Literature Review.” Journal of Applied Management and Entrepreneurship 15 (3): 34–49.
   Google Scholar
• Zott, C., and R. Amit. 2002. “Measuring the Performance Implications of Business Model Design: Evidence from Emerging Growth Public Firms.” Insead R&D Working Paper. Accessed May 23, 2014. http://www.insead.edu/facultyresearch/research/doc.cfm?did=1217
   Google Scholar
• Zott, C., and R. Amit. 2010. “Business Model Design: An Activity System Perspective.” Long Range Planning 43 (2–3): 216–226. doi:10.1016/j.lrp.2009.07.004.
   Web of Science ®Google Scholar