| 1. |
- Berggren, Rita, 1989, et al.
(författare)
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Change in Tightly Coupled Systems: The Role and Action of Middle Managers
- 2020
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Ingår i: Research on Organization Change and Development; edited by Debra A. Noumair, and Abraham B. (Rami) Shani. - 9781839090844 ; , s. 183-209
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Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
- The literature on organizational change has long acknowledged the need to balance stability and economic efficiency with the need to be flexible and to change. Authors, certainly in the dynamic capabilities tradition but also in other perspectives, have stressed the importance of more open and loosely coupled systems to promote adaption. However, many organizations do not operate on such premises but rather rely on creating efficient business units through tight coupling, building strict social and administrative control, and jointly relying on common systems. In this study, we conduct 46 interviews with employees from three different retail organizations to investigate how units in such tightly coupled systems change within the framework of the set standards. Through contrasting the characteristics of high and low functioning units, we identify three mechanisms that seem to enable the units to successfully and repeatedly realign and establish new configurations. We conclude that the orchestrator of all three realignment mechanisms is the middle manager, and we discuss the middle manager’s role and the different activities that enable a successful realignment.
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| 2. |
- Fredberg, Tobias, 1974, et al.
(författare)
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Beer, Michael: It’s Not the Seed, It’s the Soil
- 2021
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Ingår i: The Palgrave Handbook of Organizational Change Thinkers: volume 1-2, Second Edition. - Cham : Springer International Publishing. ; , s. 163-182
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Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
- Michael Beer of the Harvard Business School is mainly known for his work on organizational change, strategic human resource management, and for the development of approaches/methods for strategic renewal. After a first career as an organizational researcher at Corning Glass works, he has remained a scholar-practitioner, with a burning interest in doing research which is both useful for theory and practice. Beer is interested in how organizational systems learn and change and ultimately in understanding what over time creates organizational system effectiveness. A major problem, he and his colleagues argue, is that management usually does not address changes in a systemic way. The result is a much lower success rate of organizational change initiatives. The employees of the organization often know how it can be improved, but because “truth cannot speak to power,” management only rarely gets to know what the organization thinks. They are therefore restricted from making a systemic analysis and do not get to know how they can address change in a systemic manner. A substantial part of Beer’s research has been focused on how to make such situations better. Together with a set of colleagues from aspirational CEOs of major corporations Beer and colleagues formed both an international consultancy firm – TruePoint, as well as a network of research centers – the Center for Higher Ambition Leadership.
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| 3. |
- Fredberg, Tobias, 1974, et al.
(författare)
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Breaking through in a tightly nested system
- 2015
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Ingår i: Academy of Management Conference Vancouver 2015.
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Konferensbidrag (refereegranskat)abstract
- A reason why industry incumbents seldom survive technology transitions is their strong reliance on an efficient, but inflexible organizational system. We studied three transformation initiatives that created fast progress in a struggling newspaper group, though theory suggests that they had little likelihood of doing so. The paper argues that management succeeded in introducing establishing a new strategy practice through these transformation initiatives, and focuses on three factors contributing to the success: complexity management, short time development of a long term vision, and the introduction of impossible goals,
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| 4. |
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| 5. |
- Fredberg, Tobias, 1974, et al.
(författare)
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Michael Beer: It's not the seed, it's the soil
- 2017
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Ingår i: The Palgrave Handbook of Organizational Change Thinkers. - Cham : Springer International Publishing. - 9783319528786 ; , s. 107-125
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Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
- Michael Beer of the Harvard Business School is mainly known for his work on organizational change, strategic human resource management, and for the development of approaches/methods for strategic renewal. After a first career as an organizational researcher at Corning Glass works, he has remained a scholar- practitioner, with a burning interest in doing research which is both useful for theory and practice. Beer is interested in how organizational systems learn and change and ultimately in understanding what over time creates organizational system effectiveness. A major problem, he and his colleagues argue, is that management usually does not address changes in a systemic way. The result is a much lower success rate of organizational change initiatives. The employees of the organization often know how it can be improved, but because "truth cannot speak to power", management only rarely gets to know what the organization thinks. They are therefore restricted from making a systemic analysis and do not get to know how they can address change in a systemic manner. A substantial part of Beer's research has been focused on how to make such situations better. Together with a set of colleagues from aspirational CEOs of major corporations Beer and colleagues formed both an international consultancy firm - TruePoint, as well as a network of research centers - the Center for Higher Ambition Leadership.
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| 6. |
- Fredberg, Tobias, 1974, et al.
(författare)
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Organization renewal through entrepreneurial initiatives: When the seed changes the soil
- 2018
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Ingår i: Research in Organizational Change and Development. - 0897-3016. ; 26, s. 99-126
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Tidskriftsartikel (refereegranskat)abstract
- The literature on innovation/change predicts that entrepreneurial initiatives will be killed by the established organizational system. The general answer is to put innovations in separate units. This is not possible for corporate entrepreneurship initiatives, however. In this action research study, we focus on corporate entrepreneurship initiatives’ strategies for survival. We collected data by following 11 corporate entrepreneurship initiatives as they were pursued. We summarize their effort in three transformation mechanisms: aligning with purpose, creating trust, and creating attachment with autonomy. The data indicate that these factors not only contributed to the success of the initiatives but also to renewing the organizational system.
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| 7. |
- Fredberg, Tobias, 1974, et al.
(författare)
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Organizational transformation: Handling the double-edged sword of urgency
- 2022
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Ingår i: Longe Range Planning. - : Elsevier BV. - 0024-6301 .- 1873-1872. ; 55:2
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Tidskriftsartikel (refereegranskat)abstract
- A central idea in organizational research and practice is that change efforts demand a sense of urgency. It is also commonly accepted that renewal beyond incremental improvements demand individuals and teams to have what earlier research has called a “promotion focus”—to think innovatively, see opportunities, and think long term. Urgency, however, leads to a “prevention focus,” with which teams and their members are more inclined to seek incremental improvements and error reduction. Hence, urgency seems to both support change and prevent it. Earlier research has not established the conditions under which urgency may lead to creative and productive outcomes. This paper aims to do so. In a study of seven change initiatives at a large media company undergoing a serious crisis, we found that urgency cues could be productively handled by managers and project team members when they addressed three core relationships: (a) the success-failure relationship, (b) the safety-accountability relationship, and (c) the operative-strategic relationship. We make three related theoretical propositions regarding the role of urgency in innovation-driven change and transformation.
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| 8. |
- Fredberg, Tobias, 1974, et al.
(författare)
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Systemet bakom förändring: Varför förändring misslyckas och vad vi kan göra åt det
- 2020
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Ingår i: Management of Innovation and Technology. - 2001-208X. ; 2020:3
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Tidskriftsartikel (övrigt vetenskapligt/konstnärligt)abstract
- De flesta organisationer begår ett antal grundläggande misstag när de driver förändringsinitiativ. Några av de mest centrala misstagen är: - Ledningen får inte rätt information eftersom den filtreras genom organisationen. Till slut blir det omöjligt att ha öppna och ärliga samtal om viktiga frågor. - Man lägger för lite tid på att hjälpa medarbetarna att förstå hur allt hänger ihop i förändringen, men räknar samtidigt med att de ska ta beslut i linje med vad ledningen vill - Man misstolkar signaler av oro och skepticism (rationellt) som motstånd. - Man sätter press utan att ge utrymme för förnyelse - Man uppdaterar inte sättet man driver förändring på och tappar därför i legitimitet
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| 9. |
- Fredberg, Tobias, 1974, et al.
(författare)
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Transformation in a tightly nested system: Employing fast cycles of change
- 2016
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Ingår i: Research in Organizational Change and Development. - 0897-3016. ; 24, s. 185-219
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Tidskriftsartikel (refereegranskat)abstract
- A reason why industry incumbents seldom survive technology transitions is their strong reliance on an efficient, but inflexible organizational system. We studied three digital transformation initiatives that created fast progress in a struggling newspaper group by working against the industry logic and established thinking in the area. This chapter argues that management succeeded in introducing a new strategic practice through these transformation initiatives. We focus on three factors contributing to the success: complexity management, short time development of a long-term vision, and the introduction of impossible goals.
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| 10. |
- Kronblad, Charlotta, 1979, et al.
(författare)
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Beyond digital inventions—diffusion of technology and organizational capabilities to change
- 2019
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Ingår i: Perspectives in Law, Business and Innovation. - Singapore : Springer Singapore. - 2520-1883 .- 2520-1875. ; , s. 123-146
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Bokkapitel (övrigt vetenskapligt/konstnärligt)abstract
- Digitalization is currently creating numerous opportunities for value creation in intellectual industries. In the legal industry however, the vast majority of law firms have remained the same without responding to the rising opportunities. The reluctance in the mainstream legal industry to adopt new digital technologies has created a duality to the field (with legal tech enthusiasts on one side and traditional sceptics on the other). This chapter explores why and discusses the connection between industrial diffusion and capabilities to change residing in individual firms. We relate digitalization to technological shifts in the past and explore the specific challenges and barriers for a digital transformation among law firms. We find that most law firms neither have the technological capabilities nor the economical motivation to change, why digitalization has, instead, become a source of fear. However, in order to seize digital opportunities and adapt to the constantly, and rapidly, changing environment, law firms need to overcome this fear and develop organizational capabilities to change. We conclude that for a true industrial transformation—beyond digital inventions—we cannot only focus on the presence of new technologies but we also need to address the diffusion of them.
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