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2016 | Book

Introduction: The neglected role of customization for software product management Read chapter Read first chapter

The Strategic Role of Software Customization

Managing Customization-Enabled Software Product Development

Author: Matthias Bertram

Publisher: Springer Fachmedien Wiesbaden

Part of: Springer Professional "Wirtschaft+Technik" , Springer Professional "Technik" , Springer Professional "Wirtschaft"

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About this book

Matthias Bertram aims to develop a deeper understanding of software customization and its strategic role for software product management. Drawing on the conceptual foundation of the resource-based view of the firm, such as resources, capabilities, and dynamic capabilities, the author conducts two qualitative investigations: the first within vendor and customer firms to develop an in-depth understanding of the value of software customization as well as the vendor resources and capabilities necessary to successfully provide software customization and the second on the vendor’s dynamic capabilities necessary to generate temporary competitive advantage from software customization in product management activities.

Table of Contents

Frontmatter
Chapter 1. Introduction: The neglected role of customization for software product management
Abstract
In recent decades, software has transformed the way in which organizations and businesses coordinate and work, even going so far as to transform people’s everyday lives. Software is used in notebooks and mobile devices; it is embedded actively and passively to steer cars, organize households, and label and control groceries. Enterprises rely on software systems to organize their workforce, bill their customers, and manage innovations. Software is ever-present and has become an important part of our society.
Matthias Bertram
Chapter 2. Literature review: Software customization in the information systems literature
Abstract
Companies increasingly need to understand their customers’ wants and needs in order to strengthen their competitive position. Thus, in recent years, companies have started not only to discover customer needs by means of market research but also to integrate customers into the innovation process (Prahalad and Ramaswamy 2000; Von Hippel 2005). Concurrently, since the late 1970s, the co-creation of value has become a field of intense research in marketing and service science.
Matthias Bertram
Chapter 3. Theoretical foundation: The resource-based view (RBV) of the firm
Abstract
Regarding resources and products as two sides of the same coin (Wernerfelt 1984), the resource-based view (RBV) of the firm is one of the dominant perspectives in strategic management (Newbert 2007). At its core, the RBV states that the resources or the bundles of resources a company possesses are the basis for achieving competitive advantage (cf. Barney 1986, 1991; Conner 1991; Peteraf 1993; Wernerfelt 1984). Since its introduction, the RBV has become one of the most widely accepted theoretical perspectives in the strategic management field as a framework for explaining the conditions under which a firm may gain a sustained competitive advantage (Armstrong and Shimizu 2007).
Matthias Bertram
Chapter 4. Qualitative investigation I: Exploring software customization from the vendors’ and customers’ perspectives
Abstract
The study in this chapter builds upon the existing body of knowledge on software customization and the concepts of resources, capabilities and value from the RBV as presented in the last two chapters. It aims to provide a deeper understanding of software customization activities from a software vendor firm’s perspective.
Matthias Bertram
Chapter 5. Qualitative investigation II: Elaborating the strategic role of customization for software product development
Abstract
The study in this chapter builds upon the existing body of knowledge on software customization, the concepts of resources, capabilities and value from the RBV as well as the insights presented from the last investigation. It aims to provide an elaborative understanding of software customization activities and their strategic role for a software vendor’s software product management. Building upon the theoretical concept of dynamic capabilities, this study employs a qualitative multiple case study design within two different software vendor firms.
Matthias Bertram
Chapter 6. Conclusion: Summary, contributions and implications, limitations and outlook
Abstract
Over the past decade, the software industry has developed three types of business logic: (1) the software product business, (2) the software service business and (3) the hybrid business. Firms following a software product business logic develop highly standardized and productized software products that are sold to a mass of customers or consumers in the market with limited or even without additional service. Firms that follow a software service logic develop software in the form of projects for one specific customer that is implemented for that customer’s IT landscape.
Matthias Bertram
Backmatter
Metadata
Title
The Strategic Role of Software Customization
Author
Matthias Bertram
Copyright Year
2016
Electronic ISBN
978-3-658-14858-4
Print ISBN
978-3-658-14857-7
DOI
https://doi.org/10.1007/978-3-658-14858-4

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