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Dr Chander Velu

Dr Chander Velu

University Lecturer in Economics of Industrial Systems


Office Phone: 01223 765879

Biography:

Chander Velu is a University Lecturer in the Cambridge University Engineering Department. He is a fellow at Selwyn College external link, Cambridge.

Prior to joining the Institute for Manufacturing, he was a member of the faculty at Cambridge Judge Business School. Prior to his academic career, Chander worked for Booz Allen & Hamilton and PricewaterhouseCoopers in London as a management consultant. He completed his MPhil and PhD from the University of Cambridge. He is a Fellow of The Institute of Chartered Accountants in England and Wales.

Research interests

Chander has an interest in innovation with a specific focus on exploring the antecedents and consequences of business model innovation. He has been examining issues related to business model innovation and implications for strategic decision making, ownership and challenges in transforming to more collaborative innovation models. In addition, Chander has been examining the relationship between innovation and entrepreneurial spawning in service industries.

Chander has also been developing alternative means of strategic decision making in game theory with particular applications to competitive settings including business strategy and innovation. 

Chander also works on issues related to management and development economics. In this stream of research, Chander applies theories developed in economics and management to issues in development. Work in this theme includes the interactions of religion, economics and management and also the role of new business models for development.

Keywords

  • business model innovation

Key Publications

Recent Journal Papers

  • Velu, C and A. Jacob. (2015) Business Model Innovation and Owner-Managers: The Moderating Role of Competition, forthcoming in R&D Management.
  • Velu, C. (2015) The Effects of the Degree of Business Model Innovation and Third-Party Alliance on the Survival of New Firms,Technovation, 35, 1-11.
  • Alstott, J., S. Madnick  and C. Velu. (2014) Homophily and the Speed of Social Mobilization: The Effect of Acquired and Ascribed Traits, PLoS ONE, 9(4): e95140.
  • Velu, C., S. Madnick and M. Van Alstyne. (2014) Centralizing Data Management with Considerations of Uncertainty and Information-based Flexibility, Journal of Management Information Systems, 30(3), 179-212.
  • Iyer, S., C. Velu and A. Mumit. (2014) Communication and Marketing of Services by Religious Organizations in India, Journal of Business Research, 67(2), 59-67.
  • Velu, C and P. Stiles. (2013) Managing Decision-Making and Cannibalization for Parallel Business Models, Long Range Planning, 46(6), 443-458.
  • Velu, C and M. Khanna. (2013) Business Model Innovation in India, Journal of Indian Business Research, 5(3), 156-170.
  • Velu, C. (2012) Entrepreneurship and Innovation in Financial Institutions, Quantitative Finance, 12(6), 831-837 (Lead article).
  • Velu, C., S. Iyer and J. Gair. (2012) Dominance and Innovation: A Returns-Based Beliefs Approach, Applied Stochastic Models in Business and Industry, 28, 261-284.
  • Iyer, S. and C. Velu. (2006) Real Options and Demographic Decisions, Journal of Development Economics, 80, 39-58.

Book Chapters

  • Velu, C. (2014) Institutions and Collaborative Innovation, forthcoming in Viardot, E. and A. Brem. Adoption of Innovation – Balancing Internal and External Stakeholders in the Marketing of Innovation, Springer

Other Publications

  • Barrett, M., C. Velu, R. Kohli, O. Salge and D. Simoes-Brown. (2011) Making the Transition to Collaborative Innovation: Issues of Readiness, Trust and Governance,National Endowment for the Science, Technology and the Arts (NESTA) Business Briefing, May.
  • Milward, S and C. Velu (2010). Market Channels and Business Models for Rural Areas,Effective Executive, 13(6): 10-21.
  • Velu, C. and S. Prakash. (2010). Reuters Market Light: Business Model Innovation for Growth, Effective Executive, 13(2): 78-83.
  • Velu, C and L. Yu (2008). How do Indian Banks Go Global?, Effective Executive, 11(1): 64-79.

Cambridge Service Alliance

Welcome to the Cambridge Service Alliance…

  • a unique global alliance between leading businesses and universities;
  • bringing together the world's leading firms and academics;
  • all of whom are devoted to delivering today the tools, education and insights needed for the complex service solutions of tomorrow.

Members of the Cambridge Service Alliance include BAE Systems, Caterpillar, IBM and the University of Cambridge.

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