| 1. |
|
|
| 2. |
|
|
| 3. |
|
|
| 4. |
- Jönsson, Sten, 1940, et al.
(författare)
-
Articulation of principles on the micro level - observing argumentation in a merger process
- 2004
-
Rapport (övrigt vetenskapligt/konstnärligt)abstract
- The merging process between a Swedish and a Norwegian manufacturing company has been studied using interviews, video recordings and comments explaining video recorded events at meetings. It is assumed that sensemaking includes a choice of con-text to apply to the text at hand. But sensemaking also offers opportunities to propagate a certain con-text/perspective. Here a central idea, "selvstendig bedrift" (independent and self-sufficient company), is taken as the object to unpack. We demonstrate how it has become value-laden in Norwegian managerial discourse and tied to a managerial role that differs slightly from the Swedish one. We also show an example of how principles packed into this idea become articulated in practical discourse in a management meeting and how participants interpret "what is going on". A conclusion is that a speaker must pay attention to what context he or she wants to mobilize in the audience. We also question to what extent terms like "shared values" or "shared information" has any useful meaning.
|
|
| 5. |
- Jönsson, Sten, 1940, et al.
(författare)
-
Design for redesign: Deliberating strategic action in an industrial net
- 2008
-
Ingår i: Third International Workshop on Organization Design, Centre for Organizational Renewal and Evolution (CORE), Aarhus School of Business, University of Arhus, 18-20 maj 2008, Aarhus, Danmark.
-
Konferensbidrag (refereegranskat)abstract
- In 2007 a series of press-releases from a component producer in an industrial network announces, that a company was elected ‘preferred/best’ partner by a major customer. A Centre-of-Excellence status is the business objective of that company, a member of a global industrial network. The aim of this article is to explicate how a management team loads a prospect, a scenario plan, with values to sustain it as a guiding principle over a period of five years. The main question is ontological. In a constructivist perspective, defining a prospect seems to be a flexible way to handle the unknown future, and it also means that a joint meaning of the prospect is not defined by the presenter or anyone of the members of the meeting. A window of opportunity is identified during a management team meeting’s discussion but to capture that opportunity, a business competitor has to realise the benefit of the management team’s proposal. The discussion ends by approval of the entire group. The half hour meeting occurred five years ago, was video recorded, observed and transcribed. The analysis of the discussion elucidates acts, negotiations and responses to the suggested prospect as well as various strategies to thwart possible actions of business competitors in the net-work. The management team’s actions taken to design for a redesign of the prospect during the five year period is not known.
|
|
| 6. |
|
|
| 7. |
|
|
| 8. |
- Kokk, Gary, 1963, et al.
(författare)
-
Multi-framing as a tool in top management teams
- 2012
-
Ingår i: Tengblad, S. (red.) The Work of Managers: Towards a Practice Theory of Management.. - Oxford : Oxford University Press. - 9780199639724 ; , s. 87-101
-
Bokkapitel (övrigt vetenskapligt/konstnärligt)
|
|
| 9. |
- Kokk, Gary, 1963, et al.
(författare)
-
On the discursive contruction of action
- 2005
-
Ingår i: Presenterad vid 18th Scandianvian Academy of Management, 18-20 Augusti 2005, Aarhus, Danmark.. - Aarhus, Danmark.
-
Konferensbidrag (refereegranskat)
|
|
| 10. |
|
|
