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- Bergh, Pontus, 1976-
(författare)
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Interorganisatoriska lärandenätverk för chefer från små och medelstora företag
- 2006
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Licentiatavhandling (övrigt vetenskapligt/konstnärligt)abstract
- Målet med föreliggande studie är att skapa en ökad förståelse för chefers lärande i konstruerade interorganisatoriska lärandenätverk. Studien kan bidra till utvecklingen av både praktik och teori. På praktisk nivå kan resultaten ligga till grund för beslut om deltagande i lärandenätverk samt hur man kan konstruera dessa nätverk. På teoretisk nivå ger studien en ökad kunskap om vilka läranderesultat som kan uppnås i nätverken samt en ökad förståelse för den specifika lärandesituationen. Intresset för denna studie ligger sålunda i om, och i så fall hur ett konstruerat lärandenätverk kan motsvara de behov av, och förutsättningar för lärande och kompetensutveckling som chefer i små och medelstora företag har. Den teoretiska referensramen i denna studie bygger på en kombination av teoretiska paradigm om lärande samt tidigare forskning om vuxenpedagogik och interorganisatoriska nätverk. Det empiriska exemplet på ett konstruerat interorganisatoriskt lärandenätverk är det nationella utvecklingsprogrammet krAft. I huvudsak baseras analyserna i denna studie på tolkningar av intervjuer med deltagarna i krAft-nätverket vid olika tidpunkter i det ett år långa programmet. Informationen från intervjuerna har även fått ett stöd av och validerats med information från andra datainsamlingsmetoder såsom deltagande observation, frågeguider, lärstilstest och skriftliga redogörelser i samband med presentationer i nätverket. Erfarenheterna från denna jämförande fallstudie tyder liksom tidigare forskning på att ett konstruerat interorganisatoriskt lärandenätverk kan vara en fungerande form och metod för lärande hos de deltagande cheferna från små och medelstora företag. De läranderesultat som deltagarna i nätverket upplevde sig ha fått kategoriserades som kognitiva (kunskapsmässiga), psykodynamiska (emotionella) och sociala (samverkansmässiga). En syntes av de tre typerna av läranderesultat kan dessutom utgöra en förändringskompetens. Analysen av läranderesultaten visar att lärandenätverk har sin främsta styrka i att uppnå psykodynamiska och sociala läranderesultat, med vilka även kognitiva läranderesultat befrämjas. Studien visar också att de tre dimensionerna i lärandesituationen (aktör, relation och design) på olika sätt påverkar vad och hur deltagarna i nätverket lär sig. Ett viktigt bidrag med studien är slutligen att genom de åtta propositionerna i det sista kapitlet ge avstamp för fortsatt forskning.
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| 2. |
- Bergh, Pontus, 1976-
(författare)
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Learning among entrepreneurs in formal networks : Outcomes, processes and beyond
- 2009
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Doktorsavhandling (övrigt vetenskapligt/konstnärligt)abstract
- This dissertation focuses on how entrepreneurs learn to acquire entrepreneurial knowledge and competence, which ultimately can open doors to business success. Contemporary critics suggest that programs designed to develop general competence are not sufficiently relevant to these entrepreneurs. On the other hand, scholars and practitioners have recently noticed that external relations in formal learning networks can be a notable opportunity for learning in entrepreneurs. The aim of this dissertation is to elaborate on the processes and outcomes of government supported learning networks among entrepreneurs who work in small and medium sized enterprises. It draws on reports of four separate but interrelated research studies that author conducted. The research described in the dissertation is based on multiple theoretical perspectives, methodologies, and data sources. To gain a full understanding of the experiences of the different network participants, as well as the interactive processes within the learning network, data were collected from multiple sources: interviews, participant observation, and videotaping. The conclusions stated in appended paper 1 and 2 are primarily based on the interviews, but they are also supported by the observations and written material. Paper three focuses on the videos in combination with the interviews. Finally, to complement the qualitative research with insights regarding the relationships among trust, learning, and self-efficacy, the last paper reports the results of a quantitative survey study. The dissertation makes several major contributions to knowledge. First and foremost, by combining entrepreneurship theory and learning theory, it describes the outcomes that can emerge from formal learning networks and shows how these outcomes can have entrepreneurial consequences. Second, it suggests how the learning situation can be characterized and describes an appropriate learning environment for entrepreneurs from small and medium sized enterprises. The research also contributes to theory on how trust in formal learning networks is built and how this trust contributes to entrepreneurial learning. At the same time, it shows that the potential benefits derived from trust cannot be realized without incorporating the entrepreneur’s level of self-efficacy in the analysis. The dissertation concludes by offering suggestions for exploiting learning and business opportunities through the construction and utilization of learning networks.
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| 3. |
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| 4. |
- Bohman, Håkan, et al.
(författare)
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Management for change: on strategic change during recession
- 1998
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Ingår i: Journal of Business Research. - 0148-2963. ; 41:1, s. 57-70
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Tidskriftsartikel (refereegranskat)abstract
- In many studies of strategic management and change, the importance of the strategic structures of the organization and the cognitive structures of the strategic actors, and the interaction between them, are neglected. The study presented in this article attends to both these dimensions. On a basis of longitudinal studies of strategic change in 10 groups of companies carried out between 1990 and 1995, two driving forces of particular importance to the strategic-change process are identified. These forces are the nature of the strategic situation at a certain point in time and the interaction between the objective and subjective spaces for action. The article looks at these two forces in strategic change and presents two examples illustrating the driving forces in operation. The contribution to the theory of strategic management and change, and the conclusions drawn from the study, are discussed and summarized.
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| 5. |
- Gabrielsson, Åke, 1942-, et al.
(författare)
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Individ och agentskap i strategiska processer : En syntetisk och handlingslogisk ansats
- 2004
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Doktorsavhandling (övrigt vetenskapligt/konstnärligt)abstract
- Even if strategy research often assumes that strategies are the result of intentional and purposeful behaviour the individual and human agency have tended to be neglected. Few empirical studies focus on how the individuals, their conceptions and actions interact with strategy formation. Based on ideas from process research and critical realism we made a review of the research and we maintain that the bulk of the research is based on simplified assumptions. We therefore propose a supplementary socio-cognitive approach based on more realistic assumptions, a synthesis and action logic approach, emphasising the individuals, the leading team and their embeddedness. In a process study with a comparative case study design we followed, in real time for about a decade, strategy formation processes in intermediate organisation in local economic development. Various methods of data collection and analysis were combined. By laying bare some of the mechanisms that explain the outcome in four processes we demonstrate the use of the proposed approach. A theoretical construction, the agent´s strategic concepts of action (SCA), aims at capturing the conceptions as an expression of the individual frame of reference providing reasons for action. The SCA carries explanatory power and is significant for both the process and content of the strategies. A typology of the SCAs is developed. The composition, the interaction and the structure of the team are other central aspects. We conclude that a strong group well suited to lead a formation process include a proactive strategist with a strategic idea and social capability; the role constellation is differentiated, and supplementary and other strategic actors relate to the strategy and the contextual roots in a way that will support the strategy. We also demonstrate in which circumstances some cognitive, social and political mechanisms discussed in earlier research are activated.
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| 6. |
- Johansson-Lindfors, Maj-Britt, 1950-
(författare)
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Organisationers ideologiska ansikten : om grundläggande föreställningar i mindre företag
- 1989
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Doktorsavhandling (övrigt vetenskapligt/konstnärligt)abstract
- The question raised in this study is: Why are similar companies so different? That is, why do companies of the same size, in the same line of business, and with the same organizational structures, etc., function in different ways? The answer to these questions is expected to be found through knowledge of basic ideas in companies. Important points of departure are that small companies are interesting research objects and that an organization can be viewed as a set of deep and surface structures which may appear in the language of its members and other interested parties. Based chiefly on deep interviews, the study is intended to generate knowledge and understanding of basic ideas and their function in small companies.The deep structures of the four companies show that the basic ideas can be understood as ideologies. They refer to basic values, are apprehended by the members of the organization and other interested parties, and prescribe what is desirable. The differences between the cases form the basis of a classification of the ideologies into four ideal types: capitalistic, religious, narcissistic, and socialistic.The surface structures are viewed in two perspectives, one referring to the behaviour of the companies and the other to the relational behaviour between the companies and the interested parties. The former shows that the patterns of behaviour are different in the four companies and may be characterized as efficiency-directed, adaptation-directed, ego-directed, and socially-directed. A comparison between these patterns of behaviour and the ideologies of the companies makes the directing function of the ideologies visible. Through situation interpretation, ideologies direct organizational behaviour towards particular patterns. The relational perspective causes the controlling function of ideologies to appear. Differences in co-acting between the companies - that is, the extent to which and on what grounds the interested parties behave in accordance with the behaviour of the companies and the attitudes of the interested parties to the ideological values - show that ideologies can exercise control either through their power over problem interpretation or their power over acting.The results of this study indicate that the answer to the initial question is that organizations have different ideological faces.
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