Open Innovation in Emerging Markets: A Business Model Perspective

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.     

Portfolio Optimization under Solvency Constraints: A Dynamical Approach

We develop portfolio optimization problems for a nonlife insurance company seeking to find the minimum capital required that simultaneously satisfies solvency and portfolio performance constraints. Motivated by standard insurance regulations, we consider solvency capital requirements based on three criteria: ruin probability, conditional Value-at-Risk, and expected policyholder deficit ratio. We propose a novel semiparametric formulation for each problem and explore the advantages of implementing this methodology over other potential approaches. When liabilities follow a Lognormal distribution, we provide sufficient conditions for convexity for each problem. Using different expected return on capital target levels, we construct efficient frontiers when portfolio assets are modeled with a special class of multivariate GARCH models. We find that the correlation between asset returns plays an important role in the behavior of the optimal capital required and the portfolio structure. The stability and out-of-sample performance of our optimal solutions are empirically tested with respect to both the solvency requirement and portfolio performance, through a double rolling window estimation exercise.     

Failure prevention and management in business incubation: practices towards a scalable business model

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.