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Träfflista för sökning "AMNE:(SOCIAL SCIENCES Business and economics) ;srt2:(2010-2011);lar1:(liu);pers:(Söderlund Jonas 1971)"

Sökning: AMNE:(SOCIAL SCIENCES Business and economics) > (2010-2011) > Linköpings universitet > Söderlund Jonas 1971

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  • Söderlund, Jonas, 1971-, et al. (författare)
  • Knowledge Integration in a P-form Corporation : Project Epochs in the Evolution of Asea/ABB, 1945-2000
  • 2011
  • Ingår i: Knowledge integration and innovation. - Oxford, UK : Oxford University Press. - 9780199693924 ; , s. 170-201
  • Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
    • Technology-based firms continue to compete primarily on innovation, and one continuously required to present new solutions to an exacting market. As technological complexity and specialization intensifies, firms increasingly need to integrate and co-ordinate knowledge by means of project groups, diversified organizations, inter-organizational partnerships, and strategic alliances. Innovation processes have progressively become interdisciplinary, collaborative, inter-organizational, and international, and a firm's ability to synthesize knowledge across disciplines, organizations, and geographical locations has a major influence on its viability and success.This book demonstrates how knowledge integration is crucial in facilitating innovation within modern firms. This book provides original, detailed empirical studies of prerequisites, mechanisms, and outcomes of knowledge integration processes on several organizational levels, from key individuals, projects, and internal organizations, to collaboration between firms. It stresses the need to understand knowledge integration as a multi-level phenomenon, which requires a broad repertoire of organizational and technical means. It further clarifies the need for strong internal capabilities for exploiting external knowledge, reveals how costs of knowledge integration affect outcomes and strategic decisions, and discusses the managerial implications of fostering knowledge integration, providing practical guidance and support for managers of knowledge integration in high technology enterprises.Readership: Academics, researchers, and graduate students in Business, Management, and Engineering; policy makers and consultants
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  • Söderlund, Jonas, 1971-, et al. (författare)
  • Strategy and Capabilities in the P-form Corporation: Linking Strategic Direction to Organizational Capabilities
  • 2011
  • Ingår i: Advances in Strategic Management. - : Emerald Group Publishing Limited. - 0742-3322. ; 28, s. 235-263
  • Tidskriftsartikel (refereegranskat)abstract
    • There has been a growing interest in the field of strategic management to understand the relationship between the organizational capabilities of firms and (a) the direction of strategies pursued and (b) the impact on competitive performance. Much of this literature has been influenced by the resource-based view of the firm. As indicated in early formulations of this theory, one implication is that the organization of resources is equally important as the resources themselves. Accordingly, the organizational and integration of resources and knowledge can be viewed as a core facet of the organizational capabilities of firms that are difficult to imitate for competitors. This paper explores a particular kind of organization referred to as the ‘‘P-form corporation’’ (Project-Form), its organizational capabilities and options for strategic alternatives. The chapter addresses three broad questions: (1) What are the main characteristics of P-form corporations? (2) What are the capabilities acquired and developed by P-form corporations and how are these acquired? (3) How do these capabilities vary across different strategic alternatives in the Pform corporation? The chapter concludes with a discussion about the implications for strategy and management.
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  • Berggren, Christian, et al. (författare)
  • Exploring Knowledge Integration and Innovation
  • 2011
  • Ingår i: Knowledge integration and innovation. - Oxford : Oxford University Press. - 9780199693924 - 9780191730580 ; , s. 228-245
  • Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
    • Technology-based firms continue to compete primarily on innovation, and are continuously required to present new solutions to an exacting market. As technological complexity and specialization intensifies, firms increasingly need to integrate and co-ordinate knowledge by means of project groups, diversified organizations, inter-organizational partnerships, and strategic alliances. Innovation processes have progressively become interdisciplinary, collaborative, inter-organizational, and international, and a firm's ability to synthesize knowledge across disciplines, organizations, and geographical locations has a major influence on its viability and success.This book demonstrates how knowledge integration is crucial in facilitating innovation within modern firms. It provides original, detailed empirical studies of prerequisites, mechanisms, and outcomes of knowledge integration processes on several organizational levels, from key individuals, projects, and internal organizations, to collaboration between firms. It stresses the need to understand knowledge integration as a multi-level phenomenon, which requires a broad repertoire of organizational and technical means. It further clarifies the need for strong internal capabilities for exploiting external knowledge, reveals how costs of knowledge integration affect outcomes and strategic decisions, and discusses the managerial implications of fostering knowledge integration, providing practical guidance and support for managers of knowledge integration in
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  • Wikström, Kim, et al. (författare)
  • Business models in project business
  • 2010
  • Ingår i: International Journal of Project Management. - : Elsevier. - 0263-7863 .- 1873-4634. ; 28:8, s. 832-841
  • Tidskriftsartikel (refereegranskat)abstract
    • Recent management and business research has demonstrated the importance of business models for value creation and company performance. So far, extant research on business models has not investigated the particular requirements, characteristics and combinations of business models in project business. This paper seeks to fill this void. The paper reports on findings from an exploratory multiple case study comprising six project-based firms operating in such industries as shipbuilding, telecom, and power systems. 19 business models were identified and compared through a framework utilizing elements of business models. The identified business models are further grouped into three categories based on the organizational entity. The paper points out the diversity of business models in project business and their inclination to span organizational levels. The results demonstrate the importance of addressing the combination of business models across organizational boundaries.
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  • Bredin, Karin, 1977-, et al. (författare)
  • Human resource management in project-based organizations : the HR quadriad framework
  • 2011
  • Bok (övrigt vetenskapligt/konstnärligt)abstract
    • In many companies today, people spend most of their time working in various types of projects. This book addresses the important question of what this means for the management of human resources at the operational level in the firm. The authors address questions such as: How do first-line managers handle their HR responsibilities when people work in co-located project teams most of the time? What role do project managers have in performing HRM activities? What strategies do individual project workers use to manage their own development while moving from project to project? And, what role do HR specialists have in adding value to the HRM system where operative HRM is really performed?This book summarizes empirical research in a number of industries and firms, most notably in engineering and development contexts. The authors introduce a framework for HRM – the HR quadriad – that expands traditional views on the important relationships that are at the core for HRM activities at the operational level. The framework builds on the idea that HRM is carried out in interplay among four actors in the organization, namely line managers, project managers, individual workers and HR specialists. Accordingly, it seeks to identify the major challenges for each one of these players and illustrates the value of the framework to explain how some of the world's leading companies have responded to these challenges.
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  • Resultat 1-10 av 16

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