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- Chhotray, Soma, et al.
(författare)
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The Roles of Leadership, Vision, and Empowerment in Born Global Companies
- 2018
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Ingår i: Journal of International Entrepreneurship. - New York, NY : Springer-Verlag New York. - 1570-7385 .- 1573-7349. ; 16:1, s. 38-57
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Tidskriftsartikel (refereegranskat)abstract
- This article explores the roles of leadership, vision, and empowerment in two Swedish born global companies. Using case studies and interviews with employees and managers, the article examines how managers can lead their companies by creating a vision and empowering their employees. The findings indicate that a company vision should reflect a culture that supports the employees’ daily activities and decisions. A leadership style that features delegation of responsibility and recognition of employee work autonomy empowers employees in a way that can advance the development and internationalization of the born global company, especially in situations when top managers are often away from company headquarters. © 2017 The Author(s)
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- Florén, Henrik, 1972-, et al.
(författare)
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Managerial behavior in slow and fast growing small firms
- 2009
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Rapport (övrigt vetenskapligt/konstnärligt)abstract
- The objective of the paper is to fill a gap in our understanding of what makes certain small firms grow while others do not by exploring the relation between managerial behavior and small firm growth. This has been done by direct observation of the owner‐managers in twelve small manufacturing firms (six slow‐growing and six fast‐growing). Methodologically the project draws on the extensive research that has been conducted within the area of mana‐ gerial work. We have used the method of structured observation as developed by Henry Mintzberg as the primary tool for data collection. Data consists of approximately 330 hours of observation and about 2460 activities have been observed and classified according to their primary purpose.The framework used to analyze the data comes from established conceptualizations of “ma‐ nagerial behavior”. More specifically, the two groups of managers have been compared in terms of; how the managers’ allocate their time; with whom they interact; with whom do they communicate; and the roles they shoulder in their firms.What is both striking and surprising in the empirical material is that there are only minor dif‐ ferences between the groups of growing and slow‐growing firms. These differences, however, all point in the same direction and confirm one suspicion following our observations of the two groups which is that the hectic and turbulent work situation characterizing the situation of the slow‐growing managers were not present in the growing firms. There might not seem to be such a big difference between the two groups, but trivial questions consumes much of the time for managers in slow‐growing firms which isn’t the case for managers in fast‐ growing firms. This gives the managers in fast‐growing firms more time to focus on other work than the daily operations and problems of the firm, which consumes much of the man‐ agers time in slow‐growing firms
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- Florén, Henrik, 1972-, et al.
(författare)
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Managerial behaviour in small firms : Does it matter what managers do?
- 2012
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Ingår i: The work of managers. - Oxford : Oxford University Press. - 9780199639724 - 9780191738661 ; , s. 245-263
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Bokkapitel (refereegranskat)abstract
- This chapter examines why some small firms grow and others do not. The focus is on the relationship between managerial behaviour and small firm growth in fast- and slow-growing firms. Using Sune Carlson’s and Henry Mintzberg’s methodology, twelve top managers are observed - six from fast-growing firms and six from slow-growing firms. The results indicate there are no significant differences in the two manager groups as far as their roles, ’proactiveness’, networking behaviour, or managerial formality is concerned. It is suggested that there is a generic aspect that is common to the management at both fast- and slow-growing firms. Much of a small firm manager’s work, regardless of the pace of company growth, involves this generic, non-managerial behaviour (acting as a specialist or a substitute operator). Small firm managers should not overstate the importance of acting only ’managerially’. © Oxford University Press, 2013.
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- Florén, Henrik, 1972-, et al.
(författare)
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Managerial Work and Growth in Small Firms
- 2007
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Ingår i: The 20th SEAANZ Conference, 23rd- 26th September, 2007, Auckland, New Zealand.
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Konferensbidrag (övrigt vetenskapligt/konstnärligt)
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- Gabrielsson, Jonas, et al.
(författare)
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Business Simulation Exercises in Small Business Management Education : Using Principles and Ideas from Action Learning
- 2010
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Ingår i: Action Learning. - Abingdon, Oxon, UK : Carfax Publishing. - 1476-7333 .- 1476-7341. ; 7:1, s. 3-16
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Tidskriftsartikel (refereegranskat)abstract
- Recent calls to close the rigour-relevance gap in business school education have suggested incorporating principles and ideas from action learning in small business management education. In this paper we discuss how business simulation exercises can be used as a platform to trigger students' learning by providing them with a platform where they can merge theory with practice. We provide theoretical arguments accompanied by illustrations to show how such initiatives can create a more student-centred teaching structure than what is usually practised in contemporary business school education. This may in turn work as a potential bridge between the safe harbour of traditional classroom teaching and the more chaotic and complex world of managerial practice.
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