| 1. |
- Höglin, Viktor, et al.
(författare)
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Phase diagram, structures and magnetism of the FeMnP1-xSix-system
- 2015
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Ingår i: RSC Advances. - : Royal Society of Chemistry (RSC). - 2046-2069. ; 5:11, s. 8278-8284
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Tidskriftsartikel (refereegranskat)abstract
- The magnetic properties of the (Fe,Mn)(2)(P,Si)-system have been shown to be readily manipulated by small changes in composition. This study surveys the FeMnP1-xSix-system (0.00 <= x <= 1.00) reporting sample syntheses and investigations of crystallographic and magnetic properties using X-ray powder diffraction and magnetic measurements. Two single phase regions exist: the orthorhombic Co2P-type structure (x < 0.15) and the Fe2P-type structure (0.24 <= x < 0.50). Certain compositions have potential for use in magnetocaloric applications.
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| 2. |
- Höglin, Viktor, et al.
(författare)
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Phase diagram, structures and magnetism of the FeMnP1-xSix-system
- 2015
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Ingår i: RSC Advances. - 2046-2069. ; 5:11, s. 8278-8284
-
Tidskriftsartikel (refereegranskat)abstract
- The magnetic properties of the (Fe,Mn)2(P,Si)-system have been shown to be readily manipulated by small changes in composition. This study surveys the FeMnP1−xSix-system (0.00 ≤ x ≤ 1.00) reporting sample syntheses and investigations of crystallographic and magnetic properties using X-ray powder diffraction and magnetic measurements. Two single phase regions exist: the orthorhombic Co2P-type structure (x < 0.15) and the Fe2P-type structure (0.24 ≤ x < 0.50). Certain compositions have potential for use in magnetocaloric applications.
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| 3. |
- Lundgren, Svante, et al.
(författare)
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Atos och de judiska flyktingarna
- 2012
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Ingår i: Atos, en vänbok. - 9789525705430 ; , s. 133-171
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Bokkapitel (populärvet., debatt m.m.)abstract
- Den socialdemokratiske politikern och författaren Atos Wirtanen var under Finlands fortsättningskrig engagerad i att rädda de judiska flyktingar som fanns i Finland. Artikeln beskriver och analyserar detta engagemang och frågar sig vad det var som drev Wirtanen i denna kamp.
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| 4. |
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| 5. |
- Aagerup, Ulf, 1969-, et al.
(författare)
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Building a warm and competent B2B brand personality
- 2022
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Ingår i: European Journal of Marketing. - Bingley : Emerald Group Publishing Limited. - 0309-0566 .- 1758-7123. ; 56:13, s. 167-193
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Tidskriftsartikel (refereegranskat)abstract
- Purpose This study aims to investigate how business-to-business (B2B) companies build brand personality via the products they provide and via their interactions with customers. Design/methodology/approach A multiple case study, which spans 10 years, investigates via interviews, observations, workshops and document analysis how two fast-growing B2B companies selling industrial equipment to manufacturers build brand personality. Findings The studied companies concentrate on different brand personality dimensions depending on the activities in which they engage. By focusing on brand competence in the realm of the actual product and brand warmth in the realm of the augmented product, the companies manage to create a complete and consistent brand personality. Research limitations/implications The research approach provides in-depth knowledge on how the companies build brands for a specific type of B2B product. However, the article's perspective is limited to that of management and therefore does not take customer reactions into account. Practical implications The study describes how firms can build strong B2B brands by emphasizing competence in product design and R&D and warmth in activities related to sales and customer service. Originality/value The study introduces a conceptually consistent view of brand personality in the form of warm and competent brands to the B2B marketing literature. It builds on and contributes to the emerging research on B2B brand personality. By relating the companies' brand-building activities to the type of products they sell, this study illustrates how context affects B2B brand building, and by integrating brand personality theory with product levels and marketing philosophy, it extends previous theory on B2B branding.
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| 6. |
- Aagerup, Ulf, 1969-, et al.
(författare)
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How image and awareness relates to internal and external stakeholders' acceptance of B2B rebranding
- 2023
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Konferensbidrag (refereegranskat)abstract
- The acquisitions of brands by companies have become more frequent, representing a significant and effective way for firms to reach international new markets. This recent trend has led to a rise in rebranding, particularly in the business-to-business (B2B) sector. Since marketing literature primarily focuses on B2C brand strategies, literature on the field constantly overlooks B2B characteristics. This is sorely needed, because, despite massive investments, many acquisitions fail, especially international acquisitions where one faces cross-country differences. This is unsurprising because most companies' M&A considerations do not place much weight on brand strategy, and brand equity is typically not handled very well but is often treated as an after-thought compared to more pressing financial matters (e.g. how rebranding affects stock returns) and operational matters (e.g. descriptions of enablers and barriers to the rebranding process). Previous studies in this field emphasise how to do rebranding. However, they treat the brand itself as a black box —it is only how you execute the B2B rebranding process that is investigated, not which dimensions of the customer's brand knowledge should be prioritised. This is unfortunate, because rebranding an acquired brand without an idea of the desired end result is like navigating without a destination —even if you execute well, you will most likely not end up where you need to be. This paper addresses this gap by providing insights into the significant factors that drive B2B rebranding strategies, focusing on the transfer of brand equity from the acquired B2B brand to the acquiring company's brand.This study was conducted in one B2B firm going through rebranding process in the life science sector. Getinge was founded in 1904 in Sweden and is a global medical technology firm. The company provides equipment and systems in the healthcare and life sciences sector and has become a global leader in the field of Surgical Workflow. The international growth has been possible through incorporating new innovative offerings. These have been both internally developed, but also acquired internationally. A significant number of international acquisitions have been made throughout the years. In 2021 the company employed over 10,000 people worldwide, with products marketed in over 135 countries.Besides being one of the most valued companies in the sector, Getinge was chosen since the firm has initiated a rebranding process after a long-time international growth strategy, including acquisitions of many different international brands. Moreover, since B2B companies commonly rely on corporate, rather than product branding. Getinge is an appropriate choice since this study, therefore, focuses on a company that uses the same name for its company and its products.By examining an in-depth single case study of a multinational B2B company in the life sciences industry, this paper contributes to the research in international rebranding by validating that brand equity is a relevant consideration for B2B rebranding processes. Specifically, it argues that brand awareness transfer plays an essential role during the rebranding process, especially when it comes to external branding. Customers generally accept the new brand if the value proposition remains unchanged. However, they need to be made aware of the change to avoid confusion. Internally by contrast, the most significant challenge seems to be the transfer of brand image. Awareness is easy; during a rebranding process employees immediately become aware of the change. They however exhibit strong opinions for or against rebranding depending on their emotional connections to the old brand.These results extend the theory on international rebranding after M&As by demonstrating that the B2B context requires different prioritizations than consumer goods rebranding. The study shows how various stakeholders respond throughout the rebranding process. Firms can plan their rebranding process in mind that both brand image and brand awareness are important for brand equity during the rebranding process. However, firms need to prioritise one over the other depending on their specific audience (internal and external). Moreover, the realisation that awareness is a crucial success factor in B2B rebranding might help companies leverage brand equity in international M&As.
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| 7. |
- Abrahamsson, Jan, 1981-
(författare)
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Beyond Going Global : Essays on business development of International New Ventures past early internationalization
- 2016
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Doktorsavhandling (övrigt vetenskapligt/konstnärligt)abstract
- The notion of International New Ventures, or INVs, emerged in academia in the early-to-mid 1990s and generally refers to entrepreneurial firms that tend to internationalize very early in their life-cycle, and whose expansion into foreign markets occurs much more quickly than predicted by earlier theories of the incremental internationalization process. Previous literature proposes effective networking with market partners and, more recently, internationally viable business model among key distinguishing features of INVs that allow for such early and rapid entry into international markets. Nevertheless, little is yet known regarding how these younger firms develop over time and how they could sustain international growth. With the purpose of filling this gap, this doctoral dissertation scrutinizes business models and business model innovation of INVs beyond their early internationalization, with a particular emphasis on INVs’ external relationships configurations. The dissertation consists of four self-contained essays that represent a methodological mixture of qualitative and quantitative approaches and incorporate longitudinal case studies, surveys and register-based data encompassing nine years of Swedish INVs’ development. The findings highlight the importance of the business model as an initial market entry tool, and of business model innovation as a potential growth vehicle over time. Findings also display that INVs work with a broader range of external partners compared to other firms for innovative purposes, and that INVs have different business model innovation patterns compared to other types of internationalized firms. Moreover, INVs focus more heavily on value capture innovations in their business models as they mature and seek to obtain a more centralized position in their industry ecosystem by re-configuring the parameters of existing external relationships or developing new ones. Overall, this dissertation contributes to the international entrepreneurship and business model literature by explicating how maturing INVs need to operate under different business model configurations as compared to emerging INVs, as the original business model might lack scalability after a certain point in time. Furthermore, the dissertation suggests how INVs can pursue a dynamic business model approach and utilize dynamic capabilities to design business models that put the focal firm more in control of the surrounding ecosystem, and reduce constraints that can limit the value capturing potential and thus the growth and development of INVs.
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| 8. |
- Achtenhagen, Leona, 1969-, et al.
(författare)
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Frühe Internationalisierung eines Unternehmens im Hochtechnologiebereich - Treiber und Hindernisse
- 2011
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Ingår i: Zeitschrift für KMU und Entrepreneurship. - Berlin : Duncker & Humblot. - 1860-4633 .- 1865-5114. ; 59:2, s. 125-140
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Tidskriftsartikel (refereegranskat)abstract
- SMEs in high-technology industries, such as life sciences, face a fundamental challenge. On the one hand, i.a. high product development costs push firms to early-stage internationalization to speed up the amortization of those investments. On the other hand, a number of factors constitute hinders to internationalization, such as insufficient endowments with financial resources and the need to adapt to local regulations, which differ between countries. To date, little is known about how SMEs in practice master this challenge. Based on a longitudinal, in-depth case study of a young company from a high-technology sector, this paper aims at providing a better understanding of early internationalization processes of startups in these industries. This paper is closely linked to practice, while at the same time is contributing to the literature on international entrepreneurship.
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| 9. |
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| 10. |
- Aerts, Ria, et al.
(författare)
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Overcoming hospital resistance in an international innovation co-creation
- 2023
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Ingår i: Technological forecasting & social change. - New York : Elsevier. - 0040-1625 .- 1873-5509. ; 187
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Tidskriftsartikel (refereegranskat)abstract
- The health sector is very specific and difficult market for firms to access and deal with. The main reasons for this is that the healthcare systems are in continuous change, the co-creation processes in hospitals are complicated involving many different actors which also affects on firms commercialization and internationalization approaches. However, there is a growing demand of health services and the sector is growing also due to the COVID situation, that has been dramatically speeding up the digitalization of the healthcare services in the hospital settings. Approaching international hospital markets is, however, challenging for the start-up companies. On their journey they are facing a resistance, that they have to overcome in many different ways. The aim of this paper is to increase understanding how a start-up can overcome hospital resistance in an international innovation co-creation process. The results of are based on in depth case study in which the data collection was done over the four years of data gathering. The paper highlights how start-up companies can overcome the resistance in the international innovation co-creation in the hospital markets. It shows the importance of different activities, actors, capabilities and international activities in different phases of the international innovation co-creation journey. © 2022
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