[1]    Hakanen, T. (2014). Co-creating integrated solutions within business networks: The KAM team as knowledge integrator. Industrial Marketing Management, 43(7), 1195–1203.
                                                                                                                                        [2]    Ulaga, W. & Kohli, A.K. (2018). The role of a solutions salesperson: Reducing uncertainty and fostering Adaptiveness. Industrial Marketing Management, 69(2), 161–168. 
                                                                                                                                        [3]    Windler, K., Jüttner, U., Michel, S., Maklan, S. & Macdonald, E.K. (2017). Identifying the right solution customers: A managerial methodology. Industrial Marketing Management, 60(1), 173–186.
                                                                                                                                        [4]    Tuli, K.R., Kohli, A.K. & Bharadwaj, S.G. (2007). Rethinking customer solutions: From product bundles to relational processes. Journal of Marketing, 71(3), 1–17.
                                                                                                                                        [5]    Koponen, J., Julkunen, S. & Asai, A. (2019). Sales communication competence in international B2B solution selling. Industrial Marketing Management, 82(7), 238–252. 
                                                                                                                                        [6]    Panagopoulos, N.G., Rapp, A.A. & Ogilvie, J.L. (2017). Salesperson solution involvement and sales performance: The contingent role of supplier firm and customer-supplier relationship characteristics. Journal of Marketing, 81(4), 144–164.
                                                                                                                                        [7]    Sjödin, D.R., Parida, V. & Lindström, J. (2017). Barriers and conditions of open operation: a customer perspective on value co-creation for integrated product-service solutions. International Journal of Technology Marketing, 12(1), 90–111.
                                                                                                                                        [8]    Nazarpoori, A., Shahsiah, N. (2021). Studying Unlearning Moderation Role on Relationship between New Knowledge Compatibility and Knowledge Transfer in Knowledge Based Companies. Management Research in Iran, 22(4), 22-46 (In Persian). 
                                                                                                                                        [9]    Eshqi, M., Darvish, H., Mosavi, M. (2021). Design and Explanation of E- Entrepreneurial Organization Model in Iranian Banking Industry (Case Study: Refah Bank). Management Research in Iran, 23(2), 28-53 (In Persian).
                                                                                                                                        [10]    Ettenson, R., Conrado, E. & Knowles, J. (2013). Rethinking the 4P’s. Harvard Business Review, 91(1), 26–27. 
                                                                                                                                        [11]    Töllner, A., Blut, M. & Holzmüller, H.H. (2011). Customer solutions in the capital goods industry: Examining the impact of the buying center. Industrial Marketing Management, 40(5), 712–722.
                                                                                                                                        [12]    Friend, S.B. & Malshe, A. (2016). Key Skills for Crafting Customer Solutions Within an Ecosystem: A Theories-in-Use Perspective. Journal of Service Research, 1(2), 174–191.
                                                                                                                                        [13]    Davies, A., Brady, T. & Hobday, M. (2006). Charting a path toward integrated solutions .MIT Sloan Management Review, 47(3), 39–48.
                                                                                                                                        [14]    Helander, A. & Möller, K. (2008). How to become a solution provider: System supplier's strategic tools. Journal of Business-to-Business Marketing, 15(3), 247–287.
                                                                                                                                        [15]    Storbacka, K. (2011), A solution business model: capabilities and management practices for integrated solutions. Industrial Marketing Management, 40(5), 699–711. 
                                                                                                                                        [16]    Petri, J. & Jacob, F. (2016). The customer as enabler of value (co)-creation in the solution business. Industrial Marketing Management, 56(5), 63–72. 
                                                                                                                                        [17]    Miller, D., Hope, Q., Eisenstat, R., Foote, N. & Galbraith, J. (2002). The problem of solutions: balancing clients and capabilities. Business Horizons, 45(2), 3–12.
                                                                                                                                        [18]    Parvari, P., Ebrahimi, M., Karimi, M. & Raeisi, I. (2020). Transition from Product to Solutions: Understanding Aspects and Providing a Conceptual Framework for Customer Solutions in Multinational Companies; Meta–Synthesis Approach. Journal of International Business Administration, 3(1), 109-137 (In Persian).  
                                                                                                                                        [19]    Parvari, P. (2020). A practical guide to marketing research: an emphasis on modern methods and techniques. Tehran: Dibagaran. 
                                                                                                                                        [20]    Braun, V. & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative Research in Psychology, 3(2), 77–101.
                                                                                                                                        [21]    Elgeti, L., Danatzis, I. & Kleinaltenkamp, M. (2020). Customer capabilities for solution offerings in business markets. Industrial Marketing Management, 90(7), 44–59.
                                                                                                                                        [22]    Huikkola, T. & Kohtamäki, M. (2017). Solution providers’ strategic capabilities. Journal of Business & Industrial Marketing, 32(5),752–770.
                                                                                                                                        [23]    Jalkala, A.M.  & Keränen, J. (2014). Brand positioning strategies for industrial firms providing customer solutions. Journal of Business & Industrial Marketing, 29(3), 253–264.
                                                                                                                                        [24]    Prior, D.D. (2013). Supplier representative activities and customer perceived value in complex industrial solutions. Industrial Marketing Management, 42(8), 1192–1201.
                                                                                                                                        [25]    Lin, Y., Wang, Y. & Kung, L. (2015). Influences of cross-functional collaboration and knowledge creation on technology commercialization: Evidence from high-tech industries. Industrial Marketing Management, 49(6), 128–138.
                                                                                                                                        [26]    Storey, C., & Larbig, C. (2018). Absorbing Customer Knowledge: How Customer Involvement Enables Service Design Success. Journal of Service Research, 21(1), 101–118.
                                                                                                                                        [27]    Trischler, J., Pervan, S. J., Kelly, S. J., & Scott, D. R. (2018). The Value of Codesign: The Effect of Customer Involvement in Service Design Teams. Journal of Service Research, 21(1), 75–100.
                                                                                                                                        [28]    Kapletia, D. & Probert, D. (2010). Migrating from products to solutions: an exploration of system support in the UK defence industry. Industrial Marketing Management, 39(4), 582–592.
                                                                                                                                        [29]    Prior, D.D. (2016). Boundary spanning and customer service styles in business solutions implementation. Industrial Marketing Management, 56(5), 120–129. 
                                                                                                                                        [30]    Ferreira, F.N.H, Cova, B., Spencer, R. & Proença, J. (2017). A phase model for solution relationship development: a case study in the aerospace industry. Journal of Business & Industrial Marketing, 32(5), 625–639.
                                                                                                                                        [31]    Schaarschmidt, M., Walsh, G., & Evanschitzky, H. (2018). Customer Interaction and Innovation in Hybrid Offerings: Investigating Moderation and Mediation Effects for Goods and Services Innovation. Journal of Service Research, 21(1), 119–134.
                                                                                                                                        [32]    Pereira, G., Tzempelikos, N., Trento, L.R., Trento, C.R., Borchardt, M. & Viegas, C.V. (2019). Top managers’ role in key account management. Journal of Business & Industrial Marketing, 34(5), 977–993. 
                                                                                                                                        [33]    Estrada, I., Faems, D. & de Faria, D. (2016). Coopetition and product innovation performance: The role of internal knowledge sharing mechanisms and formal knowledge protection mechanisms. Industrial Marketing Management, 53(2), 56–65. 
                                                                                                                                        [34]    Colm, L., Ordanini, A. & Bornemann, T. (2020). Dynamic Governance Matching in Solution Development. Journa