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- Adler, N, et al.
(författare)
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The Challenge of Managing Boundary-Spanning Research Activities: Experiences from the Swedish Context: The challenge of managing boundary spanning research
- 2009
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Ingår i: Research Policy. - : Elsevier BV. - 0048-7333. ; 38:7, s. 1136-1149
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Tidskriftsartikel (refereegranskat)abstract
- Contemporary and future challenges when managing research involve coping with emerging prerequisites which include, among other things, a new knowledge production discourse, new research funding methods and new ways for international collaboration. Managers for boundary-spanning research activities need to combine the sometimes opposing logics and perspectives of the multiple stakeholders-the individual researchers searching for independence, sustainability and freedom and others searching for integration, relevance and predictability. Based on a collaborative research set-up including interviews, discussions and workshops with major Swedish research funding agencies, research program managers, experienced industry partners and key stakeholders, the paper identifies six main managerial challenges: (i) lack of focus on research management and unsatisfying prerequisites, (ii) weak identity and low status of the role of the research managers, (iii) few incentives for research management, (iv) lack of leadership development opportunities for researchers, (v) multiple (and sometimes contradictory) expectations from different stakeholders, and (vi) sustained funding. Finally, the managerial implications of these challenges for universities and funding agencies are discussed.
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| 4. |
- Eisenstat, R. A., et al.
(författare)
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The uncompromising leader
- 2008
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Ingår i: Harvard Business Review. - 0017-8012. ; 86:7-8, s. 50-
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Tidskriftsartikel (refereegranskat)abstract
- Managing the tension between performance and people is at the heart of the CEO's job. But CEOs under fierce pressure from capital markets often focus solely on the shareholder, which can lead to employee disenchantment. Others put so much stock in their firms' heritage that they don't notice as their organizations slide into complacency. Some leaders, though, manage to avoid those traps and create high-commitment, high-performance (HCHP) companies. The authors' in-depth research of HCHP CEOs reveals several shared traits: These CEOs earn the trust of their organizations through their openness to the unvarnished truth. They are deeply engaged with their people, and their exchanges are direct and personal. They mobilize employees around a focused agenda, concentrating on only one or two initiatives. And they work to build collective leadership capabilities. These leaders also forge an emotionally resonant shared purpose across their companies. That consists of a three-part promise: The company will help employees build a better world and deliver performance they can be proud of, and will provide an environment in which they can grow. HCHP CEOs approach finding a firm's moral and strategic center in a competitive market as a calling, not an engineering problem. They drive their firms to be strongly market focused while at the same time reinforcing their firms' core values. They are committed to short-term performance while also investing in long-term leadership and organizational capabilities. By refusing to compromise on any of these terms, they build great companies.
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| 6. |
- Fredberg, Tobias, 1974, et al.
(författare)
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Embracing Commitment and Performance: CEOs and Practices Used to Manage Paradox
- 2008
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Tidskriftsartikel (övrigt vetenskapligt/konstnärligt)abstract
- We tend to assume that great leaders must make difficult choices between two or moreconflicting outcomes. In an interview study with 26 CEOs of top American and Europeancompanies (incl. IKEA, Campbell Soups, Nokia, H&M), we find that instead of choosingbetween conflicting outcomes such as long-term strategy or short-term performance drivers,top tier managers argue that their role is to embrace such paradoxes to make both thingshappen simultaneously. The study identifies five groups of practices that make this possible.Together, they reveal a systematic approach to managerial work at the top, which is seldomfound in the literature. By building on the engagement of many in the development of theorganization, the practices are important for our understanding of how a CEO facilitates thepartaking of many in strategy making. The paper contributes to theory by relating the currentfindings to the literature on the connection between commitment and performance and on thestrategic management literature that focuses on the proliferation of strategy and strategy aspractice.
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| 7. |
- Fredberg, Tobias, 1974, et al.
(författare)
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Making it Happen: Leadership and the Practice of Strategy
- 2008
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Ingår i: Strategic Management Society Meeting.
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Konferensbidrag (refereegranskat)abstract
- This paper deals with how CEOs of top performing global firms act to create strategic change in theirorganizations. Research on top management leadership has been more concentrated on values, attitudes and traitsthan on what they do. Studies that describe leadership practices, often focus on everyday action. The focus in thispaper is top leaders action to make strategy happen. In-depth interviews with 25 CEOs were made to understandthe practices that these CEOs try to apply. The leaders seem to act through a paradoxical combination of tryingto be “omnipresent” and at the same time stay away as much as possible to empower lower level leaders andemployees. The paper informs the academic discussion on leadership and on strategizing in organizations.
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| 8. |
- Fredberg, Tobias, 1974, et al.
(författare)
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What Do Good Global Leaders Do?
- 2012
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Ingår i: Harvard Business Review. - 0017-8012.
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Tidskriftsartikel (övrigt vetenskapligt/konstnärligt)abstract
- Online version of the journal, not peer reviewed
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