To accelerate sustainability transitions, interorganizational change programs aim to renew the foundations upon which organizations and industries operate. Actors involved in these programs need to project for realizing and protecting future value within the constraints of existing institutions and fields. The understanding of how this projecting occurs and how it can be supported is limited, especially for interorganizational change programs in which actors of multiple organizations jointly create value under conditions of extreme uncertainty and emergence. Drawing upon the joint value creation practices employed in five circular economy programs, we identify three modes of projecting for accelerating sustainability transitions: distributing, dispersing and activating. The modes of projecting relate strongly to how programs are configured. We contribute to the literature on sustainability transitions with a practice-based understanding of how transitions are accelerated bottom-up through projecting in joint value creation. Another contribution is to the literature on value creation in interorganizational projects and programs by explaining how the three modes of projecting require different approaches for managing value creation when contexts are uncertain and program goals evolve and take shape over time.@en

Technological innovations are becoming increasingly systemic in the complex and interconnected world. The initiation and evolution of systemic innovations take time and include numerous challenges, and the mechanisms through which systemic innovations emerge in the interaction between different technologies represent a research gap. This paper explores the emergence of ceramic additive manufacturing as an example of a systemic manufacturing technology innovation. We implemented an event history analysis of four ceramic-material additive manufacturing technologies. We traced the initiation and evolution paths of each of the four technologies over time and showed a pattern of activities within and across the technologies. The study contributes by revealing that systemic innovations emerge as a result of parallel and sequential development paths of within-technology system components as well as the interaction between multiple technologies. The timing of the coalescing development paths of the system components and technologies appears crucial but serendipitous instead of coordinated. The findings open new pathways for speeding up the emergence of systemic innovations and forthcoming research to support the evolution of additive manufacturing.

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Four extensive literature reviews on factors for innovation success in terms of market, strategic and social impact for additive manufacturing were performed where the focus lies on three levels of analysis; (inter)organizational, business model, and project.@en

Purpose: This paper addresses the most important factors for the selection of additive manufacturing (AM) technology as a method of production of metal parts. AM creates objects by adding material layer by layer based on 3D models. At present, interest in AM is high as it is hoped that AM contributes to the competitiveness of Western manufacturing industries. Design/methodology/approach: A literature study is conducted to identify the factors that affect the selection of AM technology. Expert interviews and the best–worst method are used to prioritize these factors based on relative factor weights. Findings: Technology, demand, environment and supply-related factors are categorized and further mapped to offer a holistic picture of AM technology selection. According to expert assessments, market demand was ranked highest, although market demand is currently lacking. Research limitations/implications: The composition and size of the expert panel and the framing of some of the factors in light of previous literature cause validity limitations. Further research is encouraged to differentiate the selection factors for different AM implementation projects. Originality/value: The paper presents a more complete framework of factors for innovation selection in general and the selection of AM technology specifically. This framework can serve as a basis for future studies on technology selection in the (additive) manufacturing sector and beyond. In addition to AM-specific factor weights, the paper explains why specific factors are important, reducing uncertainty for managers that have to choose between alternative manufacturing technologies.

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Purpose – For successful servitization, manufacturing firms must understand how their customers adopt new services. The purpose of this paper is to explore customers' readiness for a manufacturer's new services to complement its goods. The goal is to increase knowledge of the aspects that manufacturers should consider when bringing new kinds of services to market. Design/methodology/approach – A qualitative case study design is used to analyze readiness for services and interest in service adoption in three customer firms of a manufacturer. The interview data were collected from 14 persons at customer sites and were content analyzed. Findings – The results show that readiness - a concept that is often used in the field of technology - is relevant also for the service adoption process. In a business-to-business context, readiness for service adoption concerns the individual and organizational levels, and hence a new dimension of organizational culture and habits had to be added to the concept that originally focuses on individuals. People consider different factors when making consecutive decisions during the service adoption process and these factors can vary even within a company. The cornerstone for new service adoption is the customer firm's actual need for the service. Originality/value – The results offer new knowledge about service adoption in a business-to-business context by taking a customer firm's perspective. They, thus, complement previous studies on the supplier perspective of servitization and service adoption in consumer business. The contributions help manufacturers focus their efforts when bringing new services to market.

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