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  • 1.
    Abakarova, Elmira
    et al.
    Gubkin University, Moscow.
    Blomgren, Henrik
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Will the future European energy market be a German battle with Russian and Swedish actors in the centre of it?: Analyzing major players with the pattern shown by mergers and acquisitions2011Conference paper (Refereed)
  • 2.
    Alves Ojeda, Lauro Fabiano
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Lapwanich, Ponlawat
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Viable options of financing a new venture on entrepreneur’s point of view in Brazil and Thailand2011Independent thesis Advanced level (degree of Master (One Year)), 40 credits / 60 HE creditsStudent thesis
    Abstract [en]

    It is fact that one of the main reasons why a country is considered developed or developing lies on its industry development level. A nation without a well-developed industry does not create jobs enough, thus wealth to keep its population on high standards. It is critical to a nation have its national enterprises boosting employment and developing internal technologies, which is the driving force behind innovation. Thus, small companies pose a tremendous opportunity to allow expansion and development; however one of the main constraints avoiding it is due to the difficulty in providing financial funds to entrepreneurial ventures, which is the main track of this study. This thesis was based in two “newly industrialized countries” (Bozyk) (Brazil and Thailand) by analysing entrepreneurs in terms of how they have got seed funds to start their business, what they think about other options of start-up financing and if they would open a new company, would they choose a different source of funding? Moreover, a comparison between the two countries is assessed showing commonalities and differences between them, demonstrating the most viable seed funding options in the entrepreneur’s perspectiveas the completion of this study.

  • 3.
    Alzate, David
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Alzate, Marcell
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    CORPORATE ENTREPRENEURSHIP In Colombian Manufacturing Industry2012Independent thesis Advanced level (degree of Master (One Year)), 10 credits / 15 HE creditsStudent thesis
    Abstract [en]

    Motivated by the environment of their country, Colombia, the co-authors present in this paper a research and analysis about the Manufacturing Industry (MI) and its relation to the growth of the economy in the different sectors of their country.

    Industrial innovation is key to competitiveness and development of economies; therefore, Corporate Entrepreneurship (CE) is seen by the co-authors as an answer for the Manufacturing Industry in order to keep on bringing value to the society and its related sectors.

    To have an approach to this CE analysis, theoretical framework used in the research is based in the Four Models of CE presented by Wolcott and Lippitz (Wolcott, 2010). Within the paper, it will be introduced the Opportunist, Enable, Advocate and Producer Model as conceived by them.

    No surprises were found when looking to the actual state of the companies in the MI, those with more budgets are the ones that invest more in innovation and the small ones are more conservatives in the topic.

    As part of the response to the research question, the co-authors established the path for the different company types in order for them to have an easy way to build CE.

  • 4.
    Aniander, Magnus
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Blomgren, Henrik
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    On the Production Concept1997Conference paper (Refereed)
  • 5.
    Aniander, Magnus
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Blomgren, Henrik
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Gessler, Fredrik
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Gramenius, Jakob
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Karlson, Bok
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Lagergren, Fredrik
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Storm, Pär
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Westin, Paul
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Industriell Ekonomi: Faktabok1998Book (Other academic)
  • 6.
    Blomgren, Henrik
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Applying a service management oriented typology on public official employment-statistic2010Conference paper (Refereed)
  • 7.
    Blomgren, Henrik
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Designing the Innovation-inspired Manager2011In: The Design-Inspired Innovation Workbook / [ed] Bengt-Arne Vedin, London: World Scientific, 2011, p. 277-334Chapter in book (Other academic)
  • 8.
    Blomgren, Henrik
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    From Deregulation to change management: A former railroad monopolist learning to live in a new market setting2009Conference paper (Refereed)
    Abstract [en]

    The purpose with this paper is to analyze the way top management acted in order to adapt a former railroad monopolist to a new deregulated environment and by that decreasing the amounts of employees with 75 % as well as developing a new corporate strategy. In particular, focus is placed on analyzing how top management acted in order to support the learning needed internally to create acceptance of the fundamental changes of both corporate strategy and structure. The approach used is an investigation on the consistency between the content of change, the context for it as well as the process of change ‐ by using an in‐depth case study. There are few in‐depth case studies on how top management acts in order to support change, particularly in terms of creating learning even though the topic as such have been addressed for several decades. The numbers of failures in change initiatives are severe and over the last twenty years or so, many problems have been raised within this field of research. Several of them boil down to the importance of creating internal understanding for the change needed. This case study show that consistency between actions taken by top management and the content and context of change appeared and is likely to be one major reason why this change process can be considered as successful.

  • 9.
    Blomgren, Henrik
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Gaining competitive advantages connecting Manufacturing- and R&D-Outsourcing2010In: International Association for Management of Technology IAMOT 2010 Proceedings, 2010Conference paper (Refereed)
  • 10.
    Blomgren, Henrik
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Industrial Patterns in Deregulated Industries : When national common services become international service companies2006 (ed. 219)Book (Other academic)
  • 11.
    Blomgren, Henrik
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Interpreting a case of outsourcing shift-gears in the carindustry using different theorys simultaneously2010Conference paper (Refereed)
    Abstract [en]

    This paper bring forward a methodology that makes it possible to handle different theoretical models simultaneously when analyzing cases of outsourcing - without ending up with contradictory conclusions. The approach used in the paper is a development of a framework, the analysis of three commonly used models (The Make-or-buy model, the Network approach, and Industrial strategy) and a case study where outsourcing of shift-gears in the car industry is analyzed. The paper addresses the basic need to clarify the fundamental assumptions embedded in theories applied on outsourcing. It also clarifies hands-on how the suggested methodology can be used.

  • 12.
    Blomgren, Henrik
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Management of R&D in telecommunication after global deregulation2010In: International Association for Management of Technology IAMOT 2010 Proceedings, 2010Conference paper (Refereed)
  • 13.
    Blomgren, Henrik
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Managing Innovation and implementing New Design Tools and Methods2011Conference paper (Refereed)
    Abstract [en]

    In this conceptual paper a management-perspective towards the field of innovation is addressed. Important basic aspects towards the paradoxes embedded in the field are investigated. On one hand we are asking for innovations and on the other hand we can observe the difficulty of introducing new methods and tools to the field – for instance the adaptation of design models. Professionals often continue working the same way as previously. In the article it is claimed that this is related to our basic education and the “tool-box” we learn early in life, gradually becoming professionals. A profound comprehension of what mental models underlie the actions of the different kind of engineers managers have to “manage” is useful if management aims at facilitating an innovative and creative management culture. If introducing new design tools and methods this ought to be considered, as well as handled, by managers.

  • 14.
    Blomgren, Henrik
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Om vår förmåga att hantera strukturförändringar2005In: Perspektiv på Teknikens Omvärld / [ed] Palme Joakim, Institutet för FramtidsStudier , 2005Chapter in book (Other academic)
  • 15.
    Blomgren, Henrik
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Real Active learning in big numbers: Exploring the case of training 23 000 employees at the airline company SAS2010Conference paper (Refereed)
  • 16.
    Blomgren, Henrik
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Strukturerat tjänstearbete och lite till : Wal-Mart en modern handbok för nutida strukturomvandling2008In: Då förändras Sverige: 25 Experter beskriver Drivkrafter bakom Utvecklingen / [ed] Eric Giertz, Studentlitteratur, 2008, p. 389-404Chapter in book (Other academic)
  • 17.
    Blomgren, Henrik
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Så jobbar Sverige2007 (ed. 1)Book (Other academic)
  • 18.
    Blomgren, Henrik
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Understanding Industrial Change through new ways of representing Industrial Employment Statistics2008Conference paper (Other academic)
    Abstract [en]

    In this paper a new way of using industrial employment statistics in order to understand major industrial changes will be shown. The case used in order to present this method will be the country of Sweden and a new way of representing official employment‐data. In the case the whole (and not parts) of Sweden’s employment‐changes will be analyzed in categories where NACE‐codes (in Swedish terms: SNI‐codes) will be divided at a five‐figure‐level and a new pattern of branches/sectors will be developed. The employment‐development of these branches will be presented and analyzed with a graphical representation using Adobe Flash interactive software. The presentations shows a whole pattern where changes of specific branches can be analyzed together and compared to other branches in order to describe and understand why major changes occur. This representation makes it possible to analyze Sweden’s industrial transformation during the last 15 years – as a whole.

  • 19.
    Blomgren, Henrik
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Why Production is not an internal Affair1996Conference paper (Refereed)
  • 20.
    Blomgren, Henrik
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Amini, Mehdi
    University of Memphis.
    Salehi-Sangari, Esmail
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing.
    Jonsson, Peder
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Levihn, Fabian
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Dynamics.
    Corporate strategic adaptability to climate change: An explorative study on 1000 European Annual CEO letters 2000 - 20082010Conference paper (Refereed)
    Abstract [en]

    The executive leadership vision is vital in corporate-wide development and implementation of a corporate strategy. The vision on climate change, among other strategic issues, is expressed in annual CEO letters. This study applies a content analysis approach to review 1000 annual reports from European publicly‐traded companies published in years 2000 through 2008. The content analysis of the CEO letters indicate that: (a) corporate interest in the climate change was nearly nonexistent prior to 2004; (b) the greatest interest in the issues was shown in 2007, but since then interest has declined; and (c) meanwhile interest in external economic conditions doubled in 2008 compared to 2006. In summary, our findings raise questions as to whether corporate interest in climate change issues already has peaked, even as well adapted by industry as can be reasonably expected, or if environmental interest will rise again after the current global financial crisis is over.

  • 21.
    Blomgren, Henrik
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Aniander, Magnus
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Handberg, Leif
    KTH, School of Computer Science and Communication (CSC).
    Investigating a new production Technology – the case of digital printing1997In: Journal of Prepress & Printing Technology, Vol. SeptArticle in journal (Refereed)
  • 22.
    Blomgren, Henrik
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Giertz, Eric
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Tillväxt och Lönebildning : Om löne- och anställningsvillkoren på tjänstesamhällets nya arbetsmarknader2000Book (Other academic)
  • 23.
    Blomgren, Henrik
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship (Closed 20130101).
    Jerbrant, Anna
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Economics and Management (Div.) (closed (20130101).
    Uppvall, Lars
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Economics and Management (Div.) (closed (20130101).
    Educating the new Engineer and Retargeting the Engineering Curriculum for the future Industrial Landscape2011In: INTED2011 Proceedings, 2011, p. 1145-1152Conference paper (Refereed)
    Abstract [en]

    As the former U.S. Secretary of Education expressed it: “We are currently preparing students for jobs and technologies that done yet exist…in order to solve problems we don’t know are problems yet”. This implies a need for Engineering Education to adapt to the fact that the nature of work is changing. This paper discuss how a retargeted Engineering Curriculum can be defined with the help of future pictures of industry. By presenting a different categorization of labor employment statistics new pictures of industry future can be predicted usable when developing the new Engineering Curriculum.

  • 24.
    Blomgren, Henrik
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Jonsson, Peder
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Lagergren, Fredrik
    KTH.
    Getting back to scenario planning: Strategic action in the future of Energy Europe2011Conference paper (Refereed)
    Abstract [en]

    Scenario planning is a commonly used method in order to analyse complex aspects of the energy system. Historically it has been an important tool to prepare for long-term action. Today however, due to the deregulated market, it could be assumed that scenario analysis is abandoned. Maybe more (the only) attention is on short-term action.This paper presents a review over the time period of 1970 to 2010 on scenario-planning articles. The overall purpose is to evaluate how historical scenario studies stand in a situation of today’s deregulated energy markets.Articles surveyed are published in well-respected and internationally well-spread peer-reviewed journals. Focus is put on 1, when, and by whom, articles have been published 2, for what reasons projects have been taken and with what method 3, what aspect that have been in focus. The articles are also analysed in terms of possible use in today’s deregulated situation.Three conclusions are drawn. Firstly, the main use of scenario planning still tends to be a support to political processes. Secondly, three major issues and drivers for change dominate when different aspects of the energy system are analysed in scenario projects: climate change, security in terms of demand/supply and economic development. Thirdly, it is concluded that scenario planning still tend to be of value when analysing the future of the deregulated energy sector in Europe.However, in order to be fully utilized for the future scenario methodology must take into account that energy industry actors are not being controlled by politics as they where during the regulated period.

  • 25.
    Blomgren, Henrik
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship (Closed 20130101).
    Jonsson, Peder
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Levihn, Fabian
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    The corporate interest in climate change issues: Analysing 1000 annual reports in European public listed companies covering the period 2000 - 20082009Report (Other academic)
  • 26.
    Blomgren, Henrik
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship (Closed 20130101).
    Jonsson, Peder
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Levihn, Fabian
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Björk, Jonathan
    Qiuyue, Mai
    Europe versus Asia/China versus USA: The corporate interest in climate change issuesCovering the period 2000 - 20092010Report (Other academic)
  • 27.
    Blomgren, Henrik
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship (Closed 20130101).
    Karlson, Bo
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Assembly Skills, Process Engineering and Engineering design: An example from the Volvo Uddevalla plant2007In: Enriching Production: Perspectives on Volvo’s Uddevalla plant as an alternative to lean production / [ed] Åke Sandberg, MPRA/Avebury , 2007, Digital 2nd, p. 127-137Chapter in book (Refereed)
  • 28.
    Blomgren, Henrik
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Kihlberg, Henrik
    KTH.
    The logics of standardising in print workflows2003Conference paper (Refereed)
  • 29.
    Blomgren, Henrik
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Kordestani, A
    Luleå Technical University.
    Farshid, M
    Luleå Technical University.
    Afshari, A
    Luleå Technical University.
    Event Marketing Through Social Networking Sites2011Conference paper (Refereed)
  • 30.
    Blomgren, Henrik
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Lagergren, Fredrik
    KTH.
    Wheeling & Dealing: Scenarios for understanding the European energy future2010Conference paper (Refereed)
    Abstract [en]

    The deregulation of energy industries in combination with internationalization and a changing Europe requires strategic efforts to be undertaken in a different way than earlier. Policy activitites do not control this sector to the same extent as before – corporate strategies and activities have also become important to understand. During 2002 the Royal Swedish Academy of Engineering Sciences engaged more than one hundred experts from industry, government and academia to analyze energy within the project “Energy Foresight – Sweden in Europe”. One part of the project, the structure foresight panel, sketched out four different scenarios that each describes a possible European setting for the energy industries - meaning: corporate action was in the center. In this article the aim is to evaluate the result from that scenario project in hindsight and to compare it with other similar scenario projects in this field.

  • 31.
    Blomgren, Henrik
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Larsson, Staffan
    NUTEK.
    Framtidens Näringsliv : Om de nya förutsättningarna för näringslivets utveckling2006Report (Other academic)
  • 32.
    Blomgren, Henrik
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Levihn, Fabian
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Jonsson, Peder
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Björk, Jonatan
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Who is lagging behind in climate change - Europe versus US?: Exploring 2400 CEO letters 2000 – 20092011Conference paper (Refereed)
    Abstract [en]

    The CEO letters included in annual reports express strategic issues and the leadership vision. This study applies a content analysis approach to review 2400 CEO letters from European and US-based publicly‐traded companies published in years 2000 through 2009. The aim is to analyze the development of the interest in adapting climate change issues on the corporate strategic agenda versus other issues of possible concern. The analysis show that the interest in climate issues on one hand has developed in a similar pattern in both regions. Between the years 2000 until 2004 the interest was very limited in both regions, the big growth of interest happened year 2005, since year 2007 the interest have decreased. In summary the findings on the other hand indicate that US industry is lagging behind Europe when it comes to adapting climate change on the corporate strategic agenda.

  • 33.
    Blomgren, Henrik
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Peighambari, K
    Luleå Technical University.
    Sattari, S
    Luleå Technical University.
    Levihn, Fabian
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    The Strategic Agenda of Corporate Europe - Sustainability or Not?2011In: The Sustainable Global Marketplace: Proceedings of the Annual Conference of the Academy of Marketing Science, Coral Gables, FL USA May 24-27, 2011, 2011, p. 307-309Conference paper (Refereed)
    Abstract [en]

    Businesses are entering into a period of transformation, where winners and losers may be separated according to their ability to succeed in a carbon-constrained world. CEO’s vision is vital for accelerating the response to this transformation. We examined CEO letters in order to understand the strategic importance of this issue to CEOs.

  • 34.
    Brown, Terrence
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Kraus, Sascha
    Universität Liechtenstein.
    Why are gaps important to the opportunity development process?2010In: International Journal of Entrepreneurial Venturing, ISSN 1742-5360, E-ISSN 1742-5379, Vol. 1, no 3, p. 349-351Article in journal (Other academic)
  • 35.
    Carlström, Emil
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Nordqvist, Jesper
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Drivers and challenges for growing hauliers: What services can Scania offer to contribute to haulier growth?2012Independent thesis Advanced level (degree of Master (Two Years)), 20 credits / 30 HE creditsStudent thesis
    Abstract [en]

    Scania is a leading European developer and manufacturer of trucks, buses and engines, based in Södertälje in Sweden. From traditionally having been focused on offering their customer high quality products, Scania is now moving towards becoming a solution provider. This requires a combination of products and services and a deeper understanding of their customers’ business.

    Hauliers are one of Scania’s most important customer segments. In order to improve its solution offer, Scania wants to gain a deeper understanding about how hauliers develop. Recent studies at Scania have shown deficiencies in knowledge about haulier development. To fill this gap, this master’s thesis was initiated with the purpose of

    "gaining insight into haulier development and listing implications for Scania‟s business and service development". The aim of the study was to identify drivers, challenges and other important factors for growing hauliers. This result was then used to understand how Scania can contribute to its haulier customers’ growth by offering services.

    Seven hauliers were selected based on a number of criteria and studied closely. The results showed a gap between the services offered by Scania today and the services suggested after analyses. Particularly, it indicated that non vehicle related services could help hauliers make crucial steps in their development. Scania is advised to further deepen its understanding about haulier development. By doing this, Scania would take an important step into becoming the solution provider it aims to be.

  • 36. Dahlhammar, Tobias
    et al.
    Brown, Terrence
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Industrial effects on resource acquisition: Immigrant enterprises in kista, stockholm2011In: New directions in regional development: The role for entrepreneruship theory, methods, practice and policy / [ed] Sameeksha Desai, Peter Nijkamp, and Roger R. Stough, UK: Edward Elgar Publishing, 2011Chapter in book (Refereed)
  • 37.
    Fornaziere, Felipe
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Social Performance Standards in the Impact Investing Industry: Potential Consequences for Impact Investors2012Independent thesis Advanced level (degree of Master (One Year)), 20 credits / 30 HE creditsStudent thesis
    Abstract [en]

    In the recent years, a new type of investments called Impact Investing has been growing rapidly. Those investments are made with the intention to improve social and/or environmental conditions in the world while generating financial returns. In this case, financial metrics are not enough to measure whether the investor objective was reached, and tools for measuring the social performance of the investments are needed. From that need, various measurement approaches were created, but the fragmentation of methods leads to a huge inefficiency in the impact investing industry. Efforts towards creating standards for measuring and reporting social performance are emerging, but there is still little understanding among impact investors about the real benefits and possible challenges the standardization would bring. In this context, an important question arises, which is the subject of study in this research:

    What are the potential consequences of establishing social performance standards for the impact investing industry?

    The purpose of this research is to analyze the possible consequences of establishing social performance standards on the impact investing industry.

    Qualitative approach and interpretive paradigm were chosen to be followed in this research. Primary data was collected in the form of interviews with impact investors and specialists in social performance measurement. Secondary data comes from books, articles, journals and websites. The data was analyzed using the consequences of innovations framework presented by Rogers (2003).

    The results suggest that obviously there are potential desirable and undesirable direct consequences, but also indirect consequences that are not perceived without a thorough analysis.

    Key words: Impact Investing, social performance, social performance standards, social businesses.

     

  • 38.
    Giertz, Eric
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Då förändras Sverige: 25 experter beskriver drivkrafter bakom utvecklingen2008Collection (editor) (Other (popular science, discussion, etc.))
    Abstract [sv]

    Utvecklingen i arbetslivet formas i ett komplext samspel mellan näringsliv och samhälle - mellan företagen och de regelverk som sätter ramarna för utvecklingen. I dagens debatt hävdas det att förändringarna aldrig varit snabbare eller mer omvälvande än just nu. Kanske är det så, men det finns tidigare perioder som präglats av stora förändringar. De har varit inledning till efterföljande perioder med förhållandevis stabil utveckling.

  • 39.
    Giertz, Eric
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Framgångsrika affärskoncept för tjänster2012In: Den svenska tjänstesektorn / [ed] Henrik Jordahl, Studentlitteratur, 2012Chapter in book (Other (popular science, discussion, etc.))
  • 40.
    Giertz, Eric
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    The uncanny valley of relationship marketing2010In: Proceedings of the Academy of Marketing Conference 2011: Marketing Field Forever, Academy of Marketing, Liverpool / [ed] Academy of Marketing Science, Liverpool, 2010Conference paper (Refereed)
  • 41.
    Gramenius, Jakob
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Aniander, Magnus
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Blomgren, Henrik
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship (Closed 20130101).
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Economics and Management (Div.) (closed (20130101).
    Karlson, Bo
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Wikander, Sten
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Praktikfallet Rydab1999Book (Other academic)
  • 42.
    Grané, Oscar
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Human Capital Values Among Entrepreneurs2012Independent thesis Advanced level (degree of Master (Two Years)), 10 credits / 15 HE creditsStudent thesis
    Abstract [en]

    Whenever someone starts a company from scratch there is a great chance he or she (the entrepreneur) looks for funding. People who fund entrepreneurs and start-­‐ups are usually venture capitalists or business angels. Whether it is one or the other these people want to invest wisely. However without last year’s report piling up at the reception of this start-­‐up another approach is necessary. This master thesis focuses on how valuation is possible without haveing financial data. The main focus the thesis is to find whitch personal attributes you should look for in a successful future entrepreneur.

  • 43.
    Grundström, Peter
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Lundin, Johanna
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Organizational Culture in Student-Consulting Firms: Maintaining Culture Despite High Employee Turnover2012Independent thesis Advanced level (degree of Master (Two Years)), 20 credits / 30 HE creditsStudent thesis
    Abstract [en]

    This study explores student-consulting firms and how a strong organizational culture can be a key to mitigate their particular challenge of high employee turnover and how their management can work with different dimensions of organizational culture as tools to embed a strong organizational culture. A student-consulting firm is a consulting firm operated by students still engaged in regular educational programs that can be considered a form of knowledge-intensive firm (KIF).

    This study investigates how management in these firms work with organizational cul- ture through four dimensions, symbols, heroes, rituals and ceremonies, and values. These dimensions are based on Schein [1990] and extended by input from Hofstede et al. [1990] and Bolman and Deal [2003]. The findings of this study are based on three detailed case studies conducted at the three largest student-consulting firms in Sweden where semi-structured interviews were performed to investigate how manage- ment work with different managerial tools in these four dimensions.

    This study concludes that there are at least eleven discreet management tools that are used in these firms to mitigate the challenges that their high employee turnover implies. The findings provide in-depth insight into these tools and their usage and effect, thereby enhancing the understanding of the role of organizational culture and providing a framework for management. 

  • 44.
    Johansson, Petter
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Chiu, Justin NingWei
    KTH, School of Industrial Engineering and Management (ITM), Energy Technology, Heat and Power Technology.
    Martin, Viktoria
    KTH, School of Industrial Engineering and Management (ITM), Energy Technology, Heat and Power Technology.
    Impact of Convective Heat Transfer Mechanism in Latent Heat Storage Modeling2012Conference paper (Refereed)
  • 45.
    Kordestani, A
    et al.
    Luleå Technical University.
    Limayem, M
    Luleå Technical University.
    Salehi-Sangari, Esmail
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing.
    Blomgren, Henrik
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Why a few social networking sites succeed while many fail2011Conference paper (Refereed)
  • 46. Koski, Timo
    et al.
    Sandström, Erik
    Sandström, Ulf
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Estimating Research Productivity from a Zero-Truncated Distribution2011In: PROCEEDINGS OF ISSI 2011: THE 13TH CONFERENCE OF THE INTERNATIONAL SOCIETY FOR SCIENTOMETRICS AND INFORMETRICS, VOLS 1 AND 2, 2011, p. 747-755Conference paper (Refereed)
  • 47.
    Kuhakarn, Ravinda
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Open Innovation Activity for Product Development in SMEs2012Independent thesis Advanced level (degree of Master (One Year)), 20 credits / 30 HE creditsStudent thesis
    Abstract [en]

    Open innovation opens up organizational boundaries so that a company can use and combine internal and external knowledge to develop and commercialize its own innovations, and can take its internal knowledge to market through external channels to generate additional value.

    There are many studies on large companies that use open innovation in order to develop their products, and keep up with rapid economic changes which affect their businesses. However there are not many studies on small- and medium-sized enterprises (SMEs) in terms of open innovation.

    SMEs are crucially important in global economy and innovation. They account for a large proportion in the global economy and create a large number of employment opportunities. They are more innovative than larger companies due to their flexibility and ability to quickly and efficiently integrate inventions created by their development activities. Nonetheless they lack of resources and appropriate structures. Accordingly innovation processes and strategies used for product development by large companies may not be appropriate for them.

    This study examines if SMEs should adopt open innovation activities for their product development and suggests that SMEs should adopt open innovation activities as complementary approaches to their internal R&D for their product development.

  • 48.
    Levihn, Fabian
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Dynamics.
    Blomgren, Henrik
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Strategy matters, does the European Union Emissions Trading Scheme?2011In: IAMOT 2011, 2011Conference paper (Refereed)
    Abstract [en]

    For most nations, increased carbon dioxide (CO2) emissions are the only way to reach economic development. At the same time awareness about future costs for handling climate change related problems show how the market has failed to reflect this cost on produced and consumed goods. To counter this externality problem the European Union introduced in year 2005 a system for trading allowances to emit CO2, the EU ETS (European Union Emissions Trading Scheme). More than 10’000 installations from energy, metal, mineral, pulp, paper and board industries are included thus covering about half of EUs CO2 emissions.The EU ETS has been criticized for being ineffective and not leading to enough emission reductions. At the same time the climate change issue is assumed to be on many corporate agendas, but do we know if that is the case? In year 2006 we saw the much famous Stern Review, in year 2007 Al Gore and IPCC were appointed laureates for the Nobel price, but did EU ETS play a part in putting the climate change issue under the eyes of corporate leaders?This study presents a content analysis of more than 1100 shareholder letters from 131 of the largest European corporations during year 2000 to 2009. The main target is to analyze to what extent (if or if not) climate change is on the corporate agenda. Does CEOs and corporate chairmen discus climate related topics?The result show that for the trading sector (but not other sectors) the climate change issue appeared in year 2005. This is comparable to other sectors such as finance and insurance, were the issue appeared one year later in 2006. However the result also show that the recent financial crises as such, swept away the climate change issue for industry heavily - but not as much in the trading sector as in other sectors. In total this mean: money matters if we expect industry to care about climate change. Concerning climate change action; political interfering in CEOs daily life is effective when a cost component is involved.

  • 49.
    Levihn, Fabian
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Tongur, Stefan
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Blomgren, Henrik
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial marketing. KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    A New wave for Diesel2011In: Technology and the Global Challenges: Security, Energy Water and the Environment, 2011Conference paper (Refereed)
    Abstract [en]

    Rapidly increasing demand from emerging economies, depletion of existing crude oil resources, the discovery rate of new resources, climate change issues and more will affect future oil prices. Will this mean an end to the usage of internal combustion engines (ICE) in heavy-duty vehicle configurations or will these engines see new improvements along their trajectory? This report is an analysis of lessons from the development of ICE efficiency during past oil crises. Based on the analysis conclusions are drawn on the possible development of ICEs assuming a future scenario of higher oil prices. More specific the new policy scenario from IEAs world energy outlook 2010 is used. By analyzing the braked specific fuel consumption (BSFC) contra the oil price over time, important findings indicates the span for future possible development regarding energy efficiency. History shows that manufacturer continuously have improved energy efficiency of heavy-duty vehicles. As such the main finding from this study raises the question: Will we see a new wave of development in the future scenario?

  • 50.
    Protsyuk, Yevgeniy
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Business Development and Entrepreneurship.
    Assessment of Ukraine as an outsourcing destination for Nordic IT Companies2012Independent thesis Advanced level (degree of Master (One Year)), 10 credits / 15 HE creditsStudent thesis
    Abstract [en]

     

        In the modern competive situation on globalized market it is extremely important to find a comparative advantage that could place the company on the edge of rivalry on the market, either internal or international. Many companies face the issue of the lack or unaccessibility of resources. In such circumstances companies can find appropriate solution in outsourcing or offshoring their processes. In addition, many companies not only adopt outsourcing into the working process, but also build their business around Information Technology Outsourcing (ITO) as a core competency of the company. Outsourcing in Information and Communication Technologies (ICT) Industry becomes a leading trend in many areas of economy enabled by fast development of communication technologies.

         In this paper we studied outsourcing in general, outsourcing in ICT sector as well as the modern  position of Ukraine on the global ITO market and its perspective of cooperation with Nordic companies.

        Theoretical data were analyzed in static, reflecting modern state of affairs in this industry branch, and dynamic way, showing the outcomes of development of the industry in the country during the last few years. Empirical study was fulfilled through a case study. Ukrainian ITO industry was shown as an attractive outsourcing destination for companies from Nordic region, with some drawbacks.

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