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  • 1.
    Demir, Robert
    et al.
    Stockholm University, Faculty of Social Sciences, School of Business.
    Yakhlef, Ali
    Stockholm University, Faculty of Social Sciences, School of Business.
    The sites of strategy and the role of practitioners2011Conference paper (Refereed)
  • 2.
    Demir, Robert
    et al.
    Stockholm University, Faculty of Social Sciences, School of Business.
    Yakhlef, Ali
    Stockholm University, Faculty of Social Sciences, School of Business.
    Using Online Sales Channels to Transcend Cross-Border Intermediary Knowledge: The Case of a European Airline in China2009Conference paper (Refereed)
  • 3.
    Demir, Robert
    et al.
    Stockholm University, Faculty of Social Sciences, School of Business, Management & Organisation.
    Yaklef, Ali
    Stockholm University, Faculty of Social Sciences, School of Business, Management & Organisation.
    The Internet and Cross-Border Intermediaries 2006In: The Euro-Asia Management Studies Association (EAMSA) Annual Conference, Seoul, Korea, 23-25 November.    / [ed] the Euro-Asia Management Studies Association (EAMSA) Annual Conference, Seoul, Korea, 23-25 November., 2006Conference paper (Other academic)
  • 4. Edenius, Mats
    et al.
    Yakhlef, Ali
    Stockholm University, Faculty of Social Sciences, Stockholm Business School.
    Open Innovation Technologies and Exploitative and Explorative Learning2013In: Managing Open Innovation Technologies / [ed] Jenny S. Z. Eriksson Lundström, Mikael Wiberg, Stefan Hrastinski, Mats Edenius, Pär J. Ågerfalk, Springer, 2013, p. 53-65Chapter in book (Refereed)
    Abstract [en]

    Many organisations are embracing the open innovation approach. However, becoming open to ideas coming from outside requires a revision of their innovation processes in order to integrate external and internal ideas effectively. The aim of this chapter is to explore why and how firms are coping with managing new external ideas from their customers and what they are learning from these ideas. Using information gleaned from interviews with ten organisations which have set up IT application for eliciting feedback from their customers, we found that much of the ideas obtained have led to exploitative learning. Only small firms (with fewer than ten employees) have learned ideas from their customers that have led to exploratory activities. Theoretical and practical implications are discussed.

  • 5.
    Essén, Anna
    et al.
    Stockholm University, Faculty of Social Sciences, School of Business.
    Yakhlef, Ali
    Stockholm University, Faculty of Social Sciences, School of Business.
    The corporeality of learning in everyday practice2008In: Accepted for presentation at the Academy of Management Meeting in Anaheim, 2008Conference paper (Refereed)
  • 6.
    Hedberg, Bo
    et al.
    Stockholm University, Faculty of Social Sciences, School of Business.
    Baumard, PhilippeYakhlef, AliStockholm University, Faculty of Social Sciences, School of Business, Management & Organisation.
    Managing imaginary organizations: a new perspective on business2002Collection (editor) (Other academic)
  • 7. Hürlimann, Matthias
    et al.
    Yakhlef, Ali
    Stockholm University, Faculty of Social Sciences, Stockholm Business School.
    Open Strengths and Weaknesses of IT User Innovation: Evidence from Three Cases2013In: Managing Open Innovation Technologies / [ed] Jenny S. Z. Eriksson Lundström, Mikael Wiberg, Stefan Hrastinski, Mats Edenius, Pär J. Ågerfalk, Springer, 2013, p. 215-237Chapter in book (Refereed)
    Abstract [en]

    The advent of the open innovation approach, together with the increased sophistication of new IT tools, has excited several researchers’ interest in user innovation. However, most such research remains fragmented and limited in its scope. The aim of the present study is to explore the role of IT throughout all the different phases of user innovation process and their associated advantages and disadvantages. In doing so, the study draws on material gleaned from three cases of companies in their attempt to integrate users and customers during the different phases of the innovation process. The study shows that IT tools are not enough rather they need to be complemented with more traditional modes of interactions and communications with their customers and users. This is all the more so as customers and users in other parts of the world differ with regard to their preferences, technical maturities and access to IT. The chapter ends with conclusions and some implications for theory and practice of open innovation technologies.

  • 8. Knights, David
    et al.
    Yaklef, Ali
    Stockholm University, Faculty of Social Sciences, Stockholm Business School, Management & Organisation.
    Time, Self and Reified Artefacts2005In: Time and Society, ISSN 1461-7463, Vol. 14, no 2-3, p. 283-302Article in journal (Refereed)
  • 9.
    Kumar, Nishant
    et al.
    Stockholm University, Faculty of Social Sciences, Stockholm Business School, Marketing.
    Nordin, Fredrik
    Stockholm University, Faculty of Social Sciences, Stockholm Business School, Marketing.
    Yakhlef, Ali
    Stockholm University, Faculty of Social Sciences, Stockholm Business School.
    Managerial Innovation Process: Antecedents, Activities, and Outcomes2016In: Proceedings, 2016Conference paper (Refereed)
  • 10.
    Kumar, Nishant
    et al.
    Stockholm University, Faculty of Social Sciences, Stockholm Business School.
    Yakhlef, Ali
    Stockholm University, Faculty of Social Sciences, Stockholm Business School.
    How capabilities evolve in a born global firm? A case study of an Indian knowledge-intensive service born global firm2014In: Journal of Entrepreneurship in Emerging Economies, ISSN 2053-4604, Vol. 6, no 3, p. 223-242Article in journal (Refereed)
    Abstract [en]

    Purpose - The aim of this paper to examine the mechanism through which the capabilities related to internationalization emerge and are acquired as firms internationalize.

    Design/methodology/approach - This study draws on existing literature on born global firms and dynamic capabilities to develop a tentative framework and then use that to examine a longitudinal case study of an Indian firm operating within knowledge-intensive services industry. We probe into the role played by these capabilities in the survival and sustained international growth of born global firms.

    Findings - The study establishes a link between firm’s ability to develop such capabilities for global service delivery and its growth and survival. It is suggested that dynamic capabilities emerge as the result of a mix of experiential and deliberate learning processes, being in a constant change in rhythm with changes in domestic as well as in international business environments.

    Research limitations/implications - This study is based on a single case study from knowledge-intensive service industry in India with its own particular characteristics. Thus, the findings of this study may not be generalised across other emerging markets or industry.

    Practical implications - Entrepreneurs and managers of new ventures can benefit from this study, as this study helps them develop a deeper understanding of the different capability requirements for successful internationalisation.

    Originality/value - This study contributed to the existing literature on capability evolution in born global firms.

  • 11.
    Kumar, Nishant
    et al.
    Stockholm University, Faculty of Social Sciences, Stockholm Business School, Marketing.
    Yakhlef, Ali
    Stockholm University, Faculty of Social Sciences, Stockholm Business School, Marketing.
    Managing business-to-business relationships under conditions of employee attrition: A transparency approach2016In: Industrial Marketing Management, ISSN 0019-8501, E-ISSN 1873-2062, Vol. 56, p. 143-155Article in journal (Refereed)
    Abstract [en]

    Client-contact employee attrition can negatively affect client-supplier relationships, a problem all the more obvious within the knowledge-intensive service industry in which the untimely loss of employees adversely affects client relationships. From the client's perspective, employee attrition increases uncertainty over the perceived quality of service and results in the loss of valuable tacit knowledge from the provider. Drawing on case study materials, this paper seeks to develop a framework for understanding how firms can successfully manage client relationships despite threats of employee attrition. This paper suggests that relationship transparency based on the active transfer of information, knowledge retention and sharing, the implementation of succession plans, and timely intervention by the management, can reduce clients' perceived uncertainty, thereby fortifying a trusted relationship with their provider. This study offers a transparency-based conceptual framework that contributes to the business-to-business relationship literature within the knowledge-intensive service industry and discusses managerial implications.

  • 12.
    Kumar, Nishant
    et al.
    Stockholm University, Faculty of Social Sciences, School of Business.
    Yakhlef, Ali
    Stockholm University, Faculty of Social Sciences, School of Business.
    Sustaining Growth in the Changing Environment through Dynamic capabilities: Case of Indian Born-Global firms2011In: Enterprise Management in a Transitional Economy and Post Financial crisis / [ed] Joel Glassman, Nanjing: Nanjing University , 2011, p. 124-138Chapter in book (Refereed)
  • 13.
    Kumar, Nishant
    et al.
    Stockholm University, Faculty of Social Sciences, Stockholm Business School.
    Yakhlef, Ali
    The effects of entrepreneurial marketing strategies on the long-term competitive sustenance of born global firms: examples from the Indian knowledge-intensive services industry2015In: Advances in International Marketing, ISSN 1474-7979, Vol. 25, p. 45-72Article in journal (Refereed)
    Abstract [en]

    Purpose: The aim of this study is to examine how knowledge-intensive born global firms operating in international markets develop and maintain long-term relationships with their customers that insure their continued growth beyond the initial stage of internationalization.

    Methodology/approach: the study adopts a case study approach, focusing on two Indian born-global firms operating with the knowledge-based services sector.

    Findings: The study shows that getting to know the customer intimately helps firms to retain customers over long periods of time. Customer-relationship management strategy is in line with the entrepreneurial orientation of the firms under consideration.

    Research implications: This paper contributes to scholarly discussion on the internationalisation success of born global firms by integrating insights from international entrepreneurial orientation and the marketing relationship literatures.

    Practical implications: The paper presents practical implications for international new venture managers.

    Originality/value of paper: The paper advances our understanding of the competitive sustenance of born global firms.

  • 14.
    Kumar, Nishant
    et al.
    Stockholm University, Faculty of Social Sciences, Stockholm Business School.
    Yakhlef, Ali
    Stockholm University, Faculty of Social Sciences, Stockholm Business School.
    Nordin, Fredrik
    Stockholm University, Faculty of Social Sciences, Stockholm Business School.
    Validation of organizational innovation as a creative learning process2019In: Journal of business & industrial marketing, ISSN 0885-8624, E-ISSN 2052-1189, Vol. 34, no 3, p. 643-650Article in journal (Refereed)
    Abstract [en]

    Purpose: Previous studies on innovation tend to view innovation as consisting of a creative phase of novel and useful ideas, and a non-creative, or at least a less creative phase, as this considered to be the mere implementation and validation of the initially created ideas. In contrast, this paper aims to stress on the significance of the process of validating a new idea as being a creative, learning, exploratory process that shapes the degree of novelty of the innovation as a whole.

    Design/methodology/approach: In driving this argument, this study deductively builds on a theoretical pre-understanding derived from extant literature related to management innovation and organizational legitimacy, and inductively draws on information gleaned from three in-depth case studies.

    Findings: The study shows that the validation phase in the innovation process is a creative process, rather than just being a set of activities that relate to the mere execution of the created ideas. Viewing the validation process as an exploratory search for new knowledge, this study establishes a relationship between the form of knowledge mobilized, vertically within an organization or horizontally from outside, and the form of legitimation required. Validation based on internally generated knowledge is effective in terms of achieving pragmatic (efficiency-driven) objectives. Inter-organizational knowledge inflows are associated with cognitive legitimacy – a form of legitimacy that leads to changes in the stakeholders’ beliefs about a the product. In contradistinction, horizontal, socio–cultural inflows of knowledge are likely to improve on the product itself, thereby generating more traction for validation.

    Research limitations/implications: This research is based on data collected from three firms only.

    Practical implications: The idea developed here can provide business organizations a better understanding of the validation process of management innovations. This study suggests that successful innovation often requires managers to be prepared to seek knowledge beyond the confines of their own organizations.

    Originality/value: This study contributes in three ways: it submits that there is a dynamic interplay between the moments of creation and validation, which is largely shaped by the novelty of the mobilized knowledge, depending on whether it is internal top–down or external horizontal; relatedly, the effectiveness of validation is shaped by the novelty of the knowledge garnered to justify the initial ideas; and the present paper has extended Suchman’s (1995) framework by linking the effectiveness of the various forms of legitimacy to the source of knowledge mobilized in the validation process.

  • 15. Lundkvist, Anders
    et al.
    Yaklef, Ali
    Stockholm University, Faculty of Social Sciences, Stockholm Business School, Management & Organisation.
    Customer Involvement in New Service Development: a Conversational Approach.2004In: Vol. 14, no 2/3, p. 249-257