Sujith Nair

Lindelid, Lidia & Nair, Sujith (2024)

Trading wage jobs for dreams: the interplay between entry modes into self-employment and the duration of subsequent self-employment stints

International Journal of Entrepreneurial Behaviour & Research, 30(11), s. 120- 139. Doi: 10.1108/IJEBR-02-2023-0147 - Full text in research archive

Purpose Wage employees enter self-employment either directly or in a staged manner and may subsequently undertake multiple stints at self-employment. Extant research on the relationship between entry modes and the persistence and outcomes of self-employment is inconclusive. This study investigates the relationship between wage employees’ initial mode of entry into self-employment and the duration of the subsequent first two stints of self-employment. Design/methodology/approach This study used a matched longitudinal sample of 9,550 employees who became majority owners of incorporated firms from 2005 to 2016. Findings The findings demonstrate that the initial mode of entry into self-employment matters for the first two stints at self-employment. Staged entry into self-employment was associated with a shorter first stint and became insignificant for the second stint. Staged entry into self-employment was positively related to the odds of becoming self-employed for the second time in the same firm. Originality/value Using a comprehensive and reliable dataset, the paper shifts focus from the aggregated onward journey of novice entrepreneurs (survival as the outcome) to the duration of their self-employment stints. By doing so, the paper offers insights into the process of becoming self-employed and the patterns associated with success/failure in entrepreneurship associated with self-employment duration.

Garcia Martin, Patricia Carolina; Sjödin, David, Nair, Sujith & Parida, Vinit (2023)

Managing start-up–incumbent digital solution co-creation: a four-phase process for intermediation in innovative contexts

Industry and Innovation Doi: 10.1080/13662716.2023.2189091

As incumbents strive to collaborate with start-ups in the pursuit of cutting-edge digital solutions, the complexities posed by disparate partners and their innovative endeavours often lead to intricate tensions. Our research underscores the critical role of innovation intermediaries in enabling a successful digital co-creation, yet a deeper understanding of this novel and evolving context is required. Through a comprehensive study of two innovation intermediaries, five incumbent companies, and eleven start-ups, we shed light on how intermediaries can effectively mitigate the hard-to-manage tensions that emerge. Our analysis uncovers three primary tensions: incompatible digital co-creation cultures, divergent digital innovation operations, and misaligned technical capabilities. We further propose a four-phase process for innovation intermediation, including the establishment of digital co-creation foundations, catalysing digital innovation projects, orchestrating the co-creation process, and scaling the resulting outcomes.

Nair, Sujith; Gaim, Medhanie & Dimov, Dimo (2022)

Toward the emergence of entrepreneurial opportunities: Organizing early-phase new venture creation support systems

Academy of Management Review, 47(1), s. 162- 183. Doi: https://doi.org/10.5465/amr.2019.0040

Nair, Sujith (2021)

Exploring docility: A behavioral approach to interventions in business incubation

Research Policy, 50(7) Doi: https://doi.org/10.1016/j.respol.2021.104274

Nair, Sujith & Gaim, Medhanie (2023)

How Startups Can Land a Second Meeting with a Corporate Partner

[Popular scientific article]. Harvard Business Review

For start-ups, even securing an initial meeting with a corporation can be tough — let alone establishing a partnership. To understand what works, the authors attended 150 one-on-one meetings between start-ups and corporations such as IBM, Sony, SAAB, L’Oréal, Scania, Toyota, and AstraZeneca. Our observations helped identify five best practices to help start-ups generate corporate interest in collaborating after the meeting: 1) Have clear but flexible goals; 2) Address existing problems and needs; 3) Address ease of integration and collaboration; 4) Present use cases and new value propositions; and 5) Assemble the right team.