Mats Axel Lingblad

Adjunct Faculty

LinkedIn Profile


  • PhD – Strategic Management, London Business School, London, UK (2006)
  • Master of Business Administration – Management, INSEAD, Fontainebleau, France (1995)
  • Master of Science – Finance and Marketing, Stockholm School of Economics, Stockholm, Sweden (1990)
  • Marketing & Strategy
  • Innovation, Decision-Making & Leadership
  • Innovation and Entrepreneurship
  • Strategic Management
  • Strategy Focused Organisation

Academic experience

  • Adjunct Faculty, SP Jain School of Global Management (2019 – Current)
  • Strategic Management, Innovation Management, Asian Business, Organisational Behaviour, ESSEC, Singapore (2014 – Current)
  • Strategic Management, Technological Change, Singapore Management University, Singapore (2004 – 2014)

Corporate and Professional Experience

  • Management Trainee (1995-1996), LNJ Bhilwara Group, India

Book project

A handbook describing how to analyse an industry and the strategies of the companies in the industry. The targeted audience is professionals involved in analysing business-unit and corporate strategy (e.g., management consultants, managers involved with analytical strategy, equity analysts and hedge fund analysts).

Publications and working papers

  • Fan, T. P. C. and M. Lingblad, 2016. Thinking through the meteoric rise of Middle-East carriers from Singapore Airlines’ vantage point. Journal of Air Transport Management, 54: 111-122
  • Birkinshaw, J. and M. Lingblad, 2005. Intrafirm competition and charter evolution in the multi-business firm. Organization Science, 16(6): 674-68
  • Lingblad, M., Structural analysis of pricing in product markets
  • Lingblad, M. Towards a pecking order theory of industry competition
  • Lingblad, M. Social networks and access to material and symbolic resources in innovation project teams: Balancing between embeddedness and autonomy. Revise & resubmit Organization Science
  • Lingblad, M., 2006. Structural determinants of innovation project performance: Innovation inside the large multinational firm, PhD dissertation. London Business School, UK.
    I developed a model of the corporate innovation process with three activities (i.e., information search, resource mobilisation and knowledge integration) and investigated how the social networks of innovation project managers influenced their projects’ performance. Social network data was collected in face-to-face meetings with project managers of three European multinationals. Performance data was collected from higher-level managers. Dissertation committee: Sumantra Ghoshal, Peter Moran, and Freek Vermeulen.

Case studies

  • 2015 – Singapore Airlines’ group strategy for tackling the low-cost carriers; Singapore Airlines in an era of increased competition on its long-distance routes
  • 2014 – Traphaco – Choices for the future, Singapore Management University, Vietnamese pharmaceutical company
  • 2001 – Spirent Communications (A), (B). London Business School, electronic testing equipment company
  • 2001 – Xansa Group. London Business School, information technology company