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  • 1.
    Gaim, Medhanie
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Nair, Sujith
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Orchestrating Ecosystems: Interactive Spaces for Startup-Corporate Collaboration2020In: Management of Innovation and Technology, ISSN 2001-208X, no 3, p. 8-9Article in journal (Other (popular science, discussion, etc.))
    Abstract [en]

    What is the value of startup–corporate collaboration? For corporates, collaboration means adding value through innovations and new knowledge flows as well as learning from startup culture.

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  • 2.
    Gaim, Medhanie
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Nair, Sujith
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Preparing for Your Company’s First Meeting with a Startup Collaborator2022In: Harvard Business Review, ISSN 0017-8012Article in journal (Other academic)
    Abstract [en]

    To understand how corporations and startups can better collaborate, researchers studied 150 meetings between 108 deep tech startups and 34 corporations. They found that collaborations that moved past the first meeting shared three characteristics: They had clarity about their current and future needs; they were open-minded to the novel ideas of startups; and they assembled a team of technologists, business developers, and decision-makers who could engage with the current and future opportunities that the startups presented.

  • 3.
    Hazariah, Noh
    et al.
    University of Kuala Lampur.
    Nair, Sujith
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Algae based biofuel business plan for aviation2009Conference paper (Refereed)
  • 4.
    hazariah, noh
    et al.
    University of Kuala Lampur.
    Nair, Sujith
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Green energy alternatives in aviation2009Conference paper (Refereed)
  • 5.
    Nair, Sujith
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Strategic alliances and their role in sustainable transitions2014Conference paper (Refereed)
  • 6.
    Nair, Sujith
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Blomquist, Tomas
    Business incubation models: challenges for the next generation of incubators2014Conference paper (Other academic)
  • 7.
    Nair, Sujith
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Business incubators: Designing for failure management’2015Conference paper (Refereed)
  • 8.
    Nair, Sujith
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Business model design in the case of complex innovations: a conceptual model2021In: Technology Analysis & Strategic Management, ISSN 0953-7325, E-ISSN 1465-3990, Vol. 33, no 2, p. 176-187Article in journal (Refereed)
    Abstract [en]

    Current literature presents the antecedents of business model design as a given managerial choice. In complex and uncertain environments, there might not be enough information for the managers to make choices as the options for creating and capturing value have to coevolve with emerging innovations. We argue for how business model design and its antecedents differ and develop a process model that shows how and when a firm can generate business model designs in complex innovation. Through the principles of design under complexity, our model develops a non-predictive approach that connects emerging complex-innovations to the antecedents of their business models, whereby a focal firm engages in the collaborative generation of business model design alternatives. Thereby we extend the understanding of the business model design and its antecedents under complex and uncertain environments.

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  • 9.
    Nair, Sujith
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Blomquist, Tomas
    Business models within the quintuple helix: enablers of complex innovations2015Conference paper (Refereed)
    Abstract [en]

    The resources required for the exploration and exploitation of new age innovations are spread across multiple entities and require their active orchestration within innovation ecology. Innovations that are prevalent in areas such as developing new energy systems, materials and biopharmaceuticals involve multiple actors that become closely coupled to one another through non-linear interactions, giving rise to complexity. Firms often lack the capabilities required for such complex innovations and therefore business models need to be designed that are able to create and capture value that are mired in the complexities of the wider ecology. Our study demonstrates how business models can be designed for complex innovations that happen at the intersection of industry, university, government, civil society and the natural environment. Such business models enable the firm to capture value that is beyond what can be achieved through a traditional business model.

  • 10.
    Nair, Sujith
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Exploring docility: A behavioral approach to interventions in business incubation2021In: Research Policy, ISSN 0048-7333, E-ISSN 1873-7625, Vol. 50, no 7, article id 104274Article in journal (Refereed)
    Abstract [en]

    The business incubation process evolves through coach-incubatee interactions rather than merely institutional intervention. We contribute to a behavioral understanding of this process by exploring the determinants and expression of docility, a fundamental human behavior. Our findings suggest that business coaches’ perceptions of stakeholder value creation needs and their experience of incubatees’ proactive behavior are essential determinants of coaching behavior. These behavioral determinants lead coaches to place idiosyncratic expectations on and become responsive to incubatees, and this is reflected in the range of their interventions in new venture creation. From a behavioral perspective, the outcome of coaches’ interventions is a shared understanding of how to navigate the ambiguous and uncertain aspects of new venturing. Adopting a behavioral approach thus helps us to reframe business incubation—previously regarded to be a structured process—as a flexible process, more accurately capturing its role in facilitating the highly uncertain process of new venture creation.

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  • 11.
    Nair, Sujith
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Failure prevention and management in business incubation: practices towards a scalable business model2019In: Technology Analysis & Strategic Management, ISSN 0953-7325, E-ISSN 1465-3990, Vol. 31, no 3, p. 266-278Article in journal (Refereed)
    Abstract [en]

    How support systems such as a business incubator deal with failure, a common phenomenon in new venture creation, is less understood. Employing a value creation perspective helps us to understand failure, the inability of an entrepreneurial team to build a scalable business model. Based on case studies at nine Swedish business incubators, we develop a dynamic process model towards understanding failure prevention and management in business incubation. We find business incubation practices towards failure prevention and management to be a mix of predictive and non-predictive strategies. These practices could help prevent and mitigate failure at personal, organisational and social levels towards value creation for the startups and their stakeholders and channel the effects of failure towards social benefit.

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  • 12.
    Nair, Sujith
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    The Behaviour of Participants in Business Incubation: Exploring the role of Docility2017In: Academy of Management Proceedings, 2017, Academy of Management , 2017, Vol. 2017, article id 1Conference paper (Refereed)
    Abstract [en]

    Current discussions on business incubation tend to ignore the role of participant behavior. From a theoretical perspective we focus on how docility, a fundamental social asset in decision deliberation as applied in Herbert Simon’s theory of social learning, holds the key in terms of understanding the incubation of new ventures. We explore the manifestation of docility in the behavior of incubatees and business coaches, and consider how its presence promotes progress in incubation and value-creation activities. The findings enhance understanding of collaborative new-venture creation in the context of business incubation from a behavioral perspective.

  • 13.
    Nair, Sujith
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Blomquist, Tomas
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    The temporal dimensions of business incubation: a value-creation perspective2020In: International Journal of Entrepreneurship and Innovation, ISSN 1465-7503, E-ISSN 2043-6882, Vol. 21, no 1, p. 38-46Article in journal (Refereed)
    Abstract [en]

    The purpose of this article is to develop an understanding of business incubation along its temporal dimensions from a value creation perspective. We explore the temporal dimensions of business incubation by conducting a case study of six Swedish incubators with 43 semi-structured interviews of entrepreneurs and incubator coaches and managers. We show that temporality could be understood along the content and process of value creation. Such a delineation brings out the temporal tensions associated with the value creation processes in incubation. Our study adds to the current incubator literature by providing a more comprehensive explanation of its processes from a value creation perspective.

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  • 14.
    Nair, Sujith
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Gaim, Medhanie
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    The Emergence of Entrepreneurial Opportunities: A Design Science Approach for Support Systems2018In: Academy of Management Proceedings / [ed] Guclu Atinc, 2018, Vol. 1Conference paper (Refereed)
    Abstract [en]

    Existing new venture creation support systems are mainly based on linear and predictive logic, which does not reflect the reality of new venturing. By focussing on the non-predictive logic of entrepreneurial opportunities, we bring forth the emergence and non-linearity that defines the support system. Using the design science approach, we offer specific design propositions to help organize early phase new venture creation support systems. Thereby, we bridge the gap between ‘what is’ and ‘what could be’ in the emergence of entrepreneurial opportunities in a support system.

  • 15.
    Nair, Sujith
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Gaim, Medhanie
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Dimo, Dimov
    University of Bath.
    Toward the Emergence of Entrepreneurial Opportunities: Organizing Early-phase New-venture Creation Support Systems2022In: Academy of Management Review, ISSN 0363-7425, E-ISSN 1930-3807, Vol. 47, no 1, p. 162-183Article in journal (Refereed)
    Abstract [en]

    Support systems for early venturing efforts need to be harmonious with the emergent nature of those efforts. With current literature treating the conceptions of new ventures as exogenous, there has been limited focus on the transition of venturing efforts from nebulous, open-ended, and accidental toward becoming scalable, focused, and deliberate. We develop a dynamic model for organizing support systems for the early phases of new-venture creation, where scattered ideas evolve into venture concepts as tokens, frames, and premises for further action. By viewing venturing efforts and opportunities as emergent and drawing on the literature on complexity and organizational space, we propose openness, self-selection, visibility, and connectivity as the defining characteristics for organizing support systems. In contrast to literature's predominant focus on a predictive, linear approach, we expand the theoretical scope of support systems to include organizing that is more attuned to the uncertain and nonlinear nature of new venture creation that they support. Our work has broader implications for organizing uncertain early-phase development processes.

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  • 16.
    Nair, Sujith
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Hanna, Paulose
    The positioning of Low Cost Carrier (LCC) airlines to the business traveler2010Conference paper (Refereed)
  • 17.
    Nair, Sujith
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Nisar, Arsalan
    Technical University of Madrid.
    Substantiating Natural Resource Abundance and Entrepreneurial Activity: Empirical Evidence from Resource Abundant Economies2013Conference paper (Other academic)
  • 18.
    Nair, Sujith
    et al.
    Department of Industrial Engineering, Business Administration and Statistics, Universidad Politécnica de Madrid, Spain.
    Nisar, Arsalan
    Department of Industrial Engineering, Business Administration and Statistics, Universidad Politécnica de Madrid, Spain.
    Palacios, Miguel
    Department of Industrial Engineering, Business Administration and Statistics, Universidad Politécnica de Madrid, Spain.
    Ruiz, Felipe
    Department of Industrial Engineering, Business Administration and Statistics, Universidad Politécnica de Madrid, Spain.
    Impact of knowledge brokering on performance heterogeneity among business models2012In: Management Decision, ISSN 0025-1747, E-ISSN 1758-6070, Vol. 50, no 9, p. 1649-1660Article in journal (Refereed)
    Abstract [en]

    PURPOSE - The strategic management literature lacks a comprehensive explanation as to why seemingly similar business models in the same industry perform differently. This paper strives to explain this phenomenon. DESIGN/METHODOLOGY/APPROACH - The model is conceptualized and accompanied by a case study on the airline industry to explain knowledge brokerage that creates value from the effective utilization of knowledge resources acquired from intra- and inter-firm environments. FINDINGS - The model explains a cyclical view of business model flexibility in which the knowledge-based resource accumulation of the business model is spread across the intra- and inter-firm environments. Knowledge brokerage strategies from the inter- and intra-firm environments result in improved performance of the business model. The flexibility that the business model acquires is determined by how efficiently resource accumulation is aligned with its external environment. ORIGINALITY/VALUE - The paper effectively integrates the concepts of knowledge brokerage and business models from a resource accumulation-based view and simultaneously arrives at the performance heterogeneity of seemingly similar business models within the same industry. It has performance implications for firms that start out without any distinct resources of their own, or that use an imitated business model, to attain better performance through business model evolution aligned with successful knowledge brokerage strategies. It adds to the resource accumulation literature by explaining how resources can be effectively acquired to create value.

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  • 19.
    Nair, Sujith
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Palacios, Miguel
    Ruiz, Felipe
    Universidad Politécnica de Madrid.
    The analysis of airline business models in the development of possible future business options2011In: World Journal of Management, ISSN 1838-3726, Vol. 3, no 1, p. 48-59Article in journal (Refereed)
    Abstract [en]

    Innovations in the current interconnected world of organizations have lead to a focus on business models as a fundamental statement of direction and identity. Although industry transformations generally emanate from technological changes, recent examples suggest they may also be due to the introduction of new business models. In the past, different types of airline business models could be clearly separated from each other. However, this has changed in recent years partly due to the concentration process and partly to reaction caused by competitive pressure. At least it can be concluded that in future the distinction of different business models will remain less clear. To advance the use of business models as a concept, it is essential to be able to compare and perform analyses to identify the business models that may have the highest potential. This can essentially contribute to understanding the synergies and incompatibilities in the case of two airlines that are going in for a merger. This is illustrated by the example of Swiss Air-Lufthansa merger analysis.The idea is to develop quantitative methods and tools for comparing and analyzing Aeronautical/Airline business models. The paper identifies available methods of comparing airline business models and lays the ground work for a quantitative model of comparing airline business models. This can be a useful tool for business model analysis when two airlines are merged. 

  • 20.
    Nair, Sujith
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Palacios, Miguel
    Universidad Politecnica de Madrid.
    Tafur, Javier
    Universidad Politecnica de Madrid.
    The notion of subjectivity in airline business model transformations2012Conference paper (Other academic)
  • 21.
    Nair, Sujith
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Paulose, Hanna
    Department of Human Sciences, Ohio State University, Columbus, OH, USA.
    Emergence of green business models: the case of algae biofuel for aviation2014In: Energy Policy, ISSN 0301-4215, E-ISSN 1873-6777, Vol. 65, p. 175-184Article in journal (Refereed)
    Abstract [en]

    Emergent business models seek to take advantage of new market mechanisms driven by technological changes, particularly those related to the production and delivery of clean or sustainable energy. Such business models often function at the intersection of various industries, with global views, and the resulting systems have distinct social, political, environmental, economic, technological, and business dimensions. Such holistic systems are not only difficult to develop but also require support from a broad range of actors with effective regulations and policies in place, such that the firm functions within a framework that integrates various factors. This study substantiates such a framework by detailing the nascent algae-based bio-fuel industry that caters to the aviation sector while arguing that businesses in the energy industry can emerge as a next-practice platform that drive a sixth wave of innovation. The framework begins with three basic enablers, innovation, flexibility, and sustainability, and explains how value from renewable energy technologies can be created and captured sustainably and innovatively with new market mechanisms implemented by firms with green business models.

  • 22.
    Nair, Sujith
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Paulose, Hanna
    Ohio State University.
    Open innovation in emerging markets2013Conference paper (Other academic)
  • 23.
    Nair, Sujith
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Paulose, Hanna
    Department of Mechanical Engineering, Mahatma Gandhi University.
    Palacios, Miguel
    ESCP Europe, Madrid campus, c/ Arroyofresno, 1, Madrid, 28035,.
    Tafur, Javier
    Department of Industrial Engineering, Technical University of Madrid.
    Service orientation: effectuating business model innovation2013In: Service Industries Journal, ISSN 0264-2069, E-ISSN 1743-9507, Vol. 33, no 9-10, p. 958-975Article in journal (Refereed)
    Abstract [en]

    The research argues for the need to correctly identify and strengthen the core competencies of a firm, especially relevant in the service-oriented firm context where value creation requires resourceful and efficient provision of service. This study of 17 airlines from Asia, Europe, and Oceania reveals a picture of inconsistencies in the core competence strategy of airlines. It brings out the situation in which firms believe and project that they are service oriented, but fail to have the core competence strategies of a service firm or the business model innovations that lead to service orientation, thus leading to performance heterogeneity among intra-industry firms having similar business models. This paper proposes that seemingly similar business models differ in performance due to their service orientation and identification of the core competence serves as both the primary requirement for business model innovation and a measuring indicator of service orientation. The research on the airline industry advances the understanding of how core competence strategy and business model innovation constructs behave in the service firms' effort to gain sustainable competitive advantage.

  • 24.
    Nair, Sujith
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Tafur, Javier
    Universidad Politécnica de Madrid.
    Flexibility in airline business models with core competence as an indicator2011Conference paper (Refereed)
  • 25.
    Nair, Sujith
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Tafur, Javier
    Universidad Politecnica de Madrid.
    Identifying the core competence as a key requirement for business model innovation: The case of Airlines as a service industry2012Conference paper (Other academic)
  • 26.
    Nisar, Arsalan
    et al.
    Universidad Politecnica de Madrid.
    Nair, Sujith
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Flexibility in business model, knowledge interaction and performance heterogeneity among firms2012Conference paper (Other academic)
  • 27.
    Nisar, Arsalan
    et al.
    Universidad Politecnica de Madrid.
    Nair, Sujith
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Strategic alliance, value creation and firm performance heterogeneity in the airline industry2012Conference paper (Other academic)
  • 28. Noh, H.
    et al.
    Alonso, G.
    Nair, Sujith
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Dahdi, Y.
    Biofuels: their emergence and implications for sustainability in aviation2015In: Energy and Sustainability V: Special Contributions / [ed] H.H Al-Kayiem; Brebbia, Wessex; S.S. Zubir, Ashurst: WIT Press, 2015, p. 103-111Conference paper (Refereed)
    Abstract [en]

    The global aviation industry is facing complex and unpredictable market conditions with fluctuating oil prices and the adverse environmental impact of aircraft operations. Since the regulatory approval for biofuels, the first biojet fuel flight test in 2007, using a blend fuel, was a remarkable step towards having more test and schedule flights up to the year of 2014. The purpose of this paper is to engage this new alternative energy with the issues that airlines associate with sustainability, mainly focusing on aircraft operations and profitability. The key findings suggest that the uses of alternative energy need to be in parallel to the reliability and maintainability of the aircraft system, so that the adoption of biofuels can be effective.

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  • 29.
    Paulose, Hanna
    et al.
    Ohio State University, USA.
    Nair, Sujith
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Open innovation in emerging markets: a business model perspective2015In: Journal of Promotion Management, ISSN 1049-6491, E-ISSN 1540-7594, Vol. 21, no 1, p. 1-12Article in journal (Refereed)
    Abstract [en]

    There has been significant contribution to the management literature on open innovation and partnership strategy, detailing their nature and impact in a wide range of business environments. However, “strategic positioning” of the business model based on their interactions with other business entities has not received enough academic attention despite its implications for the new generation of start-ups in emerging markets who do not have any prior business models to emulate. This research conceptualizes a framework that would help strategists position their firm in the market by carefully analyzing its interactions with other business and social entities in the business eco-system.

1 - 29 of 29
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