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- Achtenhagen, Claudia, et al.
(författare)
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The impact of digital technologies on vocational education and training needs An exploratory study in the German food industry
- 2019
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Ingår i: Education + Training. - : Emerald Group Publishing Limited. - 0040-0912 .- 1758-6127. ; 61:2, s. 222-233
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Tidskriftsartikel (refereegranskat)abstract
- Purpose - Currently, the hype surrounding digitalization proclaims that the way in which companies create and capture value will change dramatically. Companies that adjust their business models to embrace digital technologies will need different skill sets and competences. Current research tends to focus on the impact of digital technologies on corporations or more generally the labor market, but the authors lack detailed insights into how companies perceive this development to influence their needs regarding employee qualifications. Therefore, the purpose of this paper is to explore how companies perceive the impact of digital technologies on the education and training needs of current and future employees.Design/methodology/approach - This study draws on eight case studies from the food industry. It focuses on one occupation certified within the German “dual system” of vocational education and training (VET), the machine and plant operator with focus on food technology.Findings - The findings suggest that the impact of different digital technologies on employees’ job positions, working tasks and training needs is carefully considered in decisions regarding the implementation of digital technologies. Despite some company- specific contingencies, the perceived implications for VET needs are largely similar across the sample.Originality/value - This study draws attention to the importance of reviewing VET needs in relation to the decision of implementing digital technologies.
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| 3. |
- Achtenhagen, Leona, 1969-, et al.
(författare)
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Att lyckas med intressentdialogen
- 2020
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Ingår i: Organisation & Samhälle. - : Föreningen Företagsekonomi i Sverige. - 2001-9114 .- 2002-0287. ; :1, s. 54-59
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Tidskriftsartikel (populärvet., debatt m.m.)
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| 6. |
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| 7. |
- Achtenhagen, Leona, 1969-, et al.
(författare)
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Co-evolution at the Interface of a Family Firm and its Niche
- 2017
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Konferensbidrag (refereegranskat)abstract
- The interface of the organization and its industry constitutes a vital space for development. Conducting a systematic literature review, we confirm that management research has paid rather little attention to exploring the relationship between the industry context and family business management to date (see also Le Breton Miller & Miller, 2015). Despite this lack of research, many scholars and practitioners alike could name numerous family businesses that hold world class in their niches. Given the pace of environmental changes, there is a clear need to better understand the interface of family business and industry over time. Building on our findings from a longitudinal, in-depth case study of a 4th generation family business and its niche of high-quality Scandinavian Design furniture, we propose a multi-level model of co-evolution that comprises not only the micro- and macro-levels of family business and its industry, but also the meso-level of inter-actor cooperation in its market niche.
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| 10. |
- Achtenhagen, Leona, 1969-, et al.
(författare)
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Dynamics of Business Models - Strategizing, Critical Capabilities and Activities for Sustained Value Creation
- 2013
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Ingår i: Long range planning. - : Elsevier BV. - 0024-6301 .- 1873-1872. ; 46:6, s. 427-442
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Tidskriftsartikel (refereegranskat)abstract
- Much progress has been made recently in developing the business model concept. However, one issue remains poorly understood, despite its importance for managers, policy makers, and academics alike, namely, how companies change and develop their business models to achieve sustained value creation. Companies which manage to create value over extended periods of time successfully shape, adapt and renew their business models to fuel such value creation. Drawing on findings from a research program on continuously growing firms, this paper identifies three critical capabilities, namely an orientation towards experimenting with and exploiting new business opportunities; a balanced use of resources; as well as achieving coherence between leadership, culture, and employee commitment, together shaping key strategizing actions. Moreover, we illustrate how each of these capabilities is supported by different sets of specific activities. Jointly, these three capabilities, their activities and the strategizing actions act as complementarities for value creation. We conclude the paper by suggesting implications for research and practitioners, providing a tool for managers which allows them to reflect on and identify critical issues relevant for changing and developing their business model to sustain value creation.
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