| 1. |
- Bürgi, P., et al.
(författare)
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Images of strategy
- 2003
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Ingår i: European Management Journal. - 0263-2373 .- 1873-5681. ; 21:1, s. 69-78
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Tidskriftsartikel (refereegranskat)abstract
- Images underlying strategy tend to be simplistic, unimodal, visual abstractions. We suggest that multimodal imagery of strategy, which brings together verbal/narrative, visual/imagistic, and kinaesthetic/haptic nodes, can significantly enrich people's understanding of their organization and its strategy. © 2003 Elsevier Science Ltd. All rights reserved.
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| 2. |
- Kald, Magnus, et al.
(författare)
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Performance measurement at Nordic companies
- 2000
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Ingår i: European Management Journal. - 0263-2373 .- 1873-5681. ; 18:1, s. 113-127
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Tidskriftsartikel (refereegranskat)abstract
- During the past decade there have been considerable changes in methods of management control. To a considerable degree, these changes are due to growing globalization and stiffening competition. In the face of these new challenges, there has been serious dissatisfaction with traditional methods of management control. In the Nordic countries there has been a particular interest in ways to improve performance measurement, especially the Balanced Scorecard. At present, however, our knowledge about how Nordic companies design and use systems of performance measurement is limited. In view of this situation, a questionnaire-based study was conducted. Performance measurement was examined in the following dimensions: (1) structure; (2) processes; (3) use; and (4) benefits and shortcomings. The use of three well-known models of performance measurement was also studied. Responses to the questionnaire were submitted by 236 business units, which belong to major corporate groups in the Nordic countries. The findings show that performance measurement is relatively well developed in the Nordic countries, and that the benefits are perceived as outweighing the shortcomings.
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| 3. |
- Krogh, G. V., et al.
(författare)
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Corporate divestiture and the phantom limb effect
- 1994
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Ingår i: European Management Journal. - : Elsevier BV. - 0263-2373 .- 1873-5681. ; 12:2, s. 171-178
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Tidskriftsartikel (refereegranskat)abstract
- Although corporate restructuring is a much-researched area in management literature, divestitures have not been discussed from the perspective of their negative effect on knowledge transfer and corporate performance. Georg von Krogh and Johan Roos examine this phenomenon in relation to the competence configuration of the firm, and suggest means by which corporate management can overcome these potentially negative outcomes. © 1994.
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| 4. |
- Larsson, Rikard, et al.
(författare)
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Career Dis-Integration and Re-Integration in Mergers and Acquisitions : Managing Competence and Motivational Intangibles
- 2001
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Ingår i: European Management Journal. - 0263-2373 .- 1873-5681. ; 19:6, s. 609-618
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Tidskriftsartikel (refereegranskat)abstract
- Mergers and acquisitions (M&A) are increasingly prevalent, powerful and risky corporate events. The resistance or support of people in the integration of two previously separate organizations plays a key role for their success or failure. In this paper we present a Career Concept approach to better understand and manage sources and incentives for individual contributions and reactions to M&A. As ‘merged’ corporations integrate previously separate organizations, they can often dis-integrate individual careers with lay-offs, reduced advancement opportunities, upset or changed career plans, and other resistance-generating changes. This is the poorest means of mobilizing motivation, experience, commitment and competence, all of which are usually seen as critical justifications for M&A in the first place. Organizations face opportunity to select new combinations and integrate work in ways that individual careers can be re-integrated into the goals of the M&A with the goals and motivations of participants affected by it, by recognizing and effectively supporting different motivational and competence profiles.
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| 5. |
- Nilsson, Fredrik, et al.
(författare)
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Recent advances in performance management : the Nordic case
- 2002
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Ingår i: European Management Journal. - 0263-2373 .- 1873-5681. ; 20:3, s. 235-245
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Tidskriftsartikel (refereegranskat)abstract
- This article presents the findings of an empirical study of 209 firms in the Nordic countries. The purpose of the article is to discuss recent advances in performance management, both for the Nordic Region as a whole and in individual countries. The findings show that the performance management systems of the Nordic firms under study are used both diagnostically and interactively. The two principal applications are in decision support at the top management and the operating levels. Furthermore, in the design of the performance management systems, both financial and nonfinancial measures are quite significant. These tendencies are particularly noticeable at the Danish, Finnish, and Swedish companies. At the Norwegian companies, on the other hand, the design and uses of performance management are somewhat more traditional.
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| 6. |
- Peppard, J., et al.
(författare)
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Using an Intellectual Capital Perspective to Design and Implement a Growth Strategy: the Case of APiON
- 2001
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Ingår i: European Management Journal. - 0263-2373 .- 1873-5681. ; 19:5, s. 510-525
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Tidskriftsartikel (refereegranskat)abstract
- This paper uses the case of telecommunications software company APiON to illustrate how the company developed and implemented a growth strategy that allowed it to realize a dramatic increase in shareholder value through proactively focusing on harnessing its intellectual capital (IC) resources. Having surveyed the literature on value creation, categorizing it under financial and economic, strategic, managerial action, and resource-based perspectives, the paper notes that a major criticism that can be leveled at all these perspectives is that they are weak in identifying specific actions and in mobilizing organizational resources to increase shareholder value. Even resource-based theory (RBT) focuses on the development and protection of valuable resources rather than on providing a theory of 'resources in action'. The IC perspective has emerged alongside RBT as a complementary viewpoint but has a distinctive practitioner bent emphasizing resource accumulation and deployment in the value creation process. This paper presents the key tenets, concepts and language of the IC perspective, illustrating its implementation using the case of APiON. It closes with some lessons and implications for knowledge intensive businesses
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| 7. |
- Roos, Johan
(författare)
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Distinction making and pattern recognition in management
- 1996
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Ingår i: European Management Journal. - 0263-2373 .- 1873-5681. ; 14:6, s. 590-595
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Tidskriftsartikel (refereegranskat)abstract
- The ability to make new distinctions in management, and to diffuse these rapidly throughout a company into shared practices, will be a corporate strategic advantage in the future. Johan Roos justifies this view on the grounds that knowledge development provides the foundation for distinction making, and it is the management of this knowledge that provides the driver. The author argues it is the process of distinction making which is a conscious managerial process. He first discusses the art of making distinctions in general, and then focuses on a particular form of distinction making: pattern recognition. He concludes with three managerial actions that can be taken to enhance the pattern recognition capability of an organisation. Copyright © 1996 Elsevier Science Ltd.
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| 8. |
- Roos, Johan, et al.
(författare)
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Figuring out your competence configuration
- 1992
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Ingår i: European Management Journal. - 0263-2373 .- 1873-5681. ; 10:4, s. 422-427
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Tidskriftsartikel (refereegranskat)abstract
- Johan Roos and Georg von Krogh go beyond contemporary theories of firms' competitive advantages to point out that most firms compete on competencies, and therefore possession of competence is the key to success. Competence itself is simply the synthesis of a firm's particular task and knowledge systems. The authors explore the nature of these systems and argue that skilfully combining them gives a firm its 'competence configuration' which represents the time potential of the organization. © 1992.
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| 9. |
- Roos, Johan, et al.
(författare)
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Towards a new model of strategy-making as serious play
- 1999
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Ingår i: European Management Journal. - 0263-2373 .- 1873-5681. ; 17:4, s. 348-355
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Tidskriftsartikel (refereegranskat)abstract
- A new model of strategy-making as play is presented in response to increasing calls for a deeper theory of strategy-making. First an elaboration of the construct of strategic imagination is offered, describing three distinct, but interrelated forms of imagination: descriptive, creative, and challenging. Strategic Imagination is defined as an emergent property of a complex interplay between the three kinds of imagination. Then, extending the work of the planning and design schools, the model describes the complex social dynamic of strategy-making itself. Applying the notion of play from anthropology and cognitive development, the strategy-making process is described as a three-phase play process. The three phases, constructing to stimulate new ideas, story telling to share meaning, and deep engagement to assimilate new directions, are described. Finally some directions for strategy-making practice improvement are offered.
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| 10. |
- Von Krogh, G., et al.
(författare)
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Conversation management
- 1995
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Ingår i: European Management Journal. - 0263-2373 .- 1873-5681. ; 13:4, s. 390-394
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Tidskriftsartikel (refereegranskat)abstract
- Companies communicate internally through their own phrases and concepts - their own language. The local meaning of that language is very difficult to transpose into another company's language and culture. Georg von Krogh and Johan Roos point out that many businesses are careless in their use of language and internal conversations - yet nothing is of more importance to the company's strategy. These authors urge managers to develop their own internal company lexicon of language since language and knowledge development are interdependent. Most companies have mastery of operational conversations, but not of strategic conversations. This article sets out guidelines for managing and developing strategic conversations which are directed towards the future of the company. © 1995.
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