| 1. |
- Forslund, Magnus, 1969-
(författare)
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Ledarskap för ökad innovationsförmåga : exemplet Småland
- 2019
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Bok (övrigt vetenskapligt/konstnärligt)abstract
- Ordet innovation har nästan blivit det nya svarta. Fokus ligger på hur företag, offentliga organisationer och ideella föreningar kan bli mer innovativa. Boken presenterar teorier, modeller, metoder och verktyg som i projektet Ledarskap i Småland använts för att hjälpa ledare att öka organisationens innovationsförmåga. Citat och exempel från ledares vardag i framför allt små och medelstora organisationer används som illustrationer. Med begrepp som 0,5-steg och att tända många eldar riktar sig boken i första hand till praktiskt verksamma ledare – i och utanför Småland. Detta är projektets andra bok. Den första heter Småländskt ledarskap – inledande betraktelser.
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| 2. |
- Schnugg, Claudia Andrea, et al.
(författare)
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Artistic interventions that tilt organizations : opportunities and leadership challenges
- 2015
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Ingår i: Academy of Management Annual Meeting Proceedings. - : Academy of Management. - 0065-0668 .- 2151-6561. ; 1, s. 1-17
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Tidskriftsartikel (refereegranskat)abstract
- In artistic interventions artists are invited into organizations to work with management and employees on issues that concern them, such as generating ideas for new products and services, supporting skills development (e.g., leadership, communication, and creativity), or clarifying organizational identity. For this panel symposium we bring together international scholars who have studied various governance-related aspects of artistic interventions in organizations. They will address the kind of leadership that fosters or impedes the capacity of artistic interventions to tilt organizations, the roles of intermediaries who bridge between the world of the arts and the world of organizations, and the potential of artistic interventions for addressing conflict. The symposium will also include an example of a new approach to inquiry developed by an artist in the context of her PhD research to reflect on aesthetic ways of knowing in the process of addressing conflicts. Panelists are junior and senior scholars who have researched artistic interventions in Austria, France, Germany and Sweden from the perspective of the key stakeholders involved: the artist who uses her professional competencies in the process of intervening, the manager who is responsible for initiating an intervention, and the intermediary who works with employees and the artist to enable the intervention. After brief individual presentations the moderated discussion will offer session participants the opportunity to delve deeper with the panelists into experiences with different art forms and diverse cultural contexts, as well as to address difficulties that occur in artistic interventions about which little has been written.
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| 3. |
- Zambrell, Katarina, 1958-
(författare)
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Artistic organizational interventions through “ culturalistic ” leadership
- 2012
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Ingår i: Design!?.
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Konferensbidrag (refereegranskat)abstract
- In this paper I will devote my attention to leaders that might be seen as “architects” for human interactions and creativity. Artistic organizational interventions, as it is expressed in this paper, is a manifestation of a management approach to leadership. My aim is to attempt to depict how these management actions can be understood. The main interest is to emphasize managers/leaders practicing a leadership which empower constitution of the personal identity, as a way to better understand arts in business. Based on interviews with more than thirty Swedish managers with experiences from Airis projects (Artists in Residence) I identify most of them as “”culturalists”, my notion for a manager with much focus on human aspects in work. It is a person who understands that benefits could be achieved with artists in the organization. He/she has confidence in the artistic processes as well as in the employees’ intent and wish to develop. It is a manager whose aim is to provide creativity, open mindedness and also to make work fun, human and meaningful. A ”culturalist” loves to see his/her employees grow as persons through challenging tasks, good teamwork and other positive values of artistic interventions in organizations, such as Airis-projects. This way of leading is what I would like to call a ”culturalistic” leadership.
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| 4. |
- Zambrell, Katarina, 1958-
(författare)
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Arts in business : a management venture for organizational development and identity work
- 2013
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Konferensbidrag (refereegranskat)abstract
- Arts in business, as it is expressed in this paper, is a manifestation of a management approach to leadership. It is interpreted as an activity that influences the participants’ approach to work, to job assignments, to the organization and accordingly also to the identity work. The main interest here is, as a way to better understand arts in business, to emphasize managers practicing a leadership which, as a result of the meaning making processes in work, may empower the construction of both social and personal identity. Based on interviews with more than thirty Swedish managers with experiences from AIRIS (an artistic intervention project) findings show that most of them are very focused on the human aspects in work. They care for working conditions and inspiring tasks, they love to see their employees grow as persons, they create a sense of “us” and they initiate activities consciously, like artistic interventions, to “trigger” the development of humans and organization. This way of leading is what I would like to denominate a”culturalistic” leadership. Activities in work, like artistic interventions, accordingly impinge both the social identity and the construction of personal identity. These aspects of arts based initiatives in business are an unexplored dimension, to be developed in research about artistic approaches.
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| 5. |
- Zambrell, Katarina, 1958-
(författare)
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Forskningsfinansiering för företagsekonomer - En sammanställning av forskningsfinansiärer och deras stöd till företagsekonomer
- 2011
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Rapport (populärvet., debatt m.m.)abstract
- Syftet med denna rapport är att beskriva hur det finansiella stödet från etablerade forskningsfinansiärer för ämnet företagsekonomi ser ut samt analysera ämnets framgångar avseende finansiering inklusive beviljandegrad under åren 2010 och 2011.Utifrån den tillgängliga statistiken från elva (i vissa fall tretton) av landets större forskningsfinansiärer13 beviljades ämnet företagsekonomi ca 4% av samtliga beviljade projekt och samtliga utdelade medel. Det innebär 127 projekt (av totalt 2881) omfattande 297 mkr (av dryga 7 950 mkr.) Största bidragen i pengar stod KK-stiftelsen och Jan Wallanders ochTom Hedelius Stiftelse/Tore Browaldhs stiftelse för (68 mkr. respektive 65 mkr.) under dessa två år.Den generella beviljandegraden över samtliga sökta projekt hos de större finansiärerna14 ligger på knappt 13%. Störst framgång ges hos KK-stiftelsen, Jan Wallanders och Tom Hedelius Stiftelse/Tore Browaldhs stiftelse där 36-40% av projekten beviljades.Beviljandegrad för företagsekonomiansökningar (baserat på endast två finansiärer15 ) är 0,6%.Med andra ord: Av 100 ansökningar beviljas generellt 13 medan det för företagsekonomer16 är endast 0,6 beviljade per 100 (eller 6 av 1000 ansökningar).Ett annat konstaterande är att de tre största svenska finansiärerna: Vetenskapsrådet, VINNOVA och Formas, utifrån denna statistik, beviljar anmärkningsvärt få projekt från företagsekonomer (vilket kan förklaras av att dessa finansiärers fokus är på andra ämnesområden).
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| 6. |
- Zambrell, Katarina, 1958-
(författare)
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Identitet i arbete(t) : Chefers reflektioner om arbetets dimensioner
- 2016
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Doktorsavhandling (övrigt vetenskapligt/konstnärligt)abstract
- The purpose of this thesis is to identify, describe and develop the understanding of what aspects at work are important for individuals' identity construction. In this understanding-oriented study the empirical data consists of three different groups: middle managers, cultural workers and “Airis-managers”. I have interpreted and analysed the 75 respondents’ stories, and in their experiences found similar patterns. My conclusion is that there are different dimensions at work that may affect the identity construction. My research question: What is it about work that is experienced as important for individuals’ identity construction? can be answered with the five different identity-related dimensions that I have identified: the enabling dimension, the legitimating dimension, the strengthening dimension, the touching dimension and the constraining dimension. All these dimensions, except the constraining dimension, contribute positively to identity construction. The constraining dimension can be compensated if the other positively confirming dimensions dominate. The identity construction for each individual appears different depending on what dimensions he/she experiences. That is why work’s impacts on the individual's identity construction vary. In order to illustrate the developed typology of identity-related dimensions, I created a model that aims to facilitate understanding of what aspects at work that may be important for the personal identity. When raising awareness of these dimensions, efforts to strengthen the most important dimensions can be made. Through their leadership and ways of organizing work, managers may influence their employees’ opportunities to construct and strengthen their identity.Much of the identity research discusses the more conscious identity work. In my third study my empirical data consists of managers’ who have brought artists into their organizations, i.e. conducted an artistic intervention called Airis. My interpretation is that implementing an artistic intervention can be considered as a way to challenge and develop the managers’ identity and be a part of their identity work.This thesis deals with “identity at work” (to reconnect to the title). People seldom discuss “identity construction” but that does not mean that identity issues are unimportant. On the contrary, people often talk about their jobs and their work experiences. What this "talk" really means is what this thesis highlights: Identity is constructed and confirmed at work, especially when others are told about the work-related experiences.
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| 7. |
- Zambrell, Katarina, 1958-
(författare)
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Leadership and artistic interventions : manager characteristics and leadership expressions
- 2014
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Konferensbidrag (refereegranskat)abstract
- This paper discusses the manager perspectives in artistic interventions trying to understand what kinds of manager that hire an artist (!) for a year. The Swedish managers, who are the empirical ground in the current study, express different experiences from their artistic intervention, showing several expressions for doing “leadership” (compared to doing “management”). They: create company culture; stimulate different activities; trigger creativity; concern for relations and express liking. This symbolic management is interpreted as expressions that strengthen the managers’ identities as leaders, parallel with holding their managers’ positions. However the decision-making, the planning and implementing of the artistic intervention are connected to doing “management”, so leadership and management are really intermingled by these managers. Another striking characteristic is that these managers are well established with almost 20 years in a management position in average.
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| 8. |
- Zambrell, Katarina, 1958-
(författare)
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Managers' identity construction at work : artistic interventions as triggers for identity work
- 2016
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Ingår i: Organizational Aesthetics. - 2168-8575. ; 5:2, s. 34-67
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Tidskriftsartikel (refereegranskat)abstract
- Many scholars discuss how experiences from work are an important source for the construction of the personal identity. In this paper the various contextual dimensions at work that influence identity construction, are discussed. The empirical data consists of interviews with 33 Swedish managers with experiences in bringing arts into business. These, so called artistic interventions, are a growing phenomenon mainly initiated by managers. The findings are twofold: First to identify and describe a typology of five identity-related dimensions in the work context (built on Zambrell, 2004), dimensions that emerge in managers’ expressed experiences, both from work in general and from the artistic intervention. In particular, among these managers a touching dimension emerges, i.e. experiencing honest appreciation and trust at work, which touches the inner self. Second, to discuss artistic interventions as triggers for identity work. Since interventions with arts are non-traditional projects, they challenge the participants’ identity construction, especially the identities of the managers that introduce such different activities. The awareness of identity-related dimensions is important for understanding work experiences and its influence on identity. It is especially important for managers, who may influence the identity-related dimensions through organizing work and shaping its conditions.
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| 9. |
- Zambrell, Katarina, 1958-
(författare)
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Managers in artistic interventions and their leadership approach
- 2015. - 1
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Ingår i: Artistic Interventions in Organizations. - : Routledge. - 9781138497436 - 9781138821132 - 9781315743486 ; , s. 185-203
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Bokkapitel (refereegranskat)abstract
- The author focuses on managers who have undertaken artistic interventions also contribute to new insights for leadership theories. He offers a closer look at these managers and their experiences with controversial initiatives. Several Airis managers express similar wishes and concerns for their employees and their work conditions, often focusing on the human aspects. A leadership approach with five aspects emerged from the interviews with the Airis managers. Based on author analysis of the interviews, he proposes that five areas co-constitute these bold manager's aesthetic-inspired leadership, such as on the organizational level two areas emerge, on the individual level two other areas emerge, and fifth area, Initiating Triggering Activities. Almost 50 per cent of the Airis managers focused on both organizational and individual areas and used artistic activities to enforce and trigger their co-constitution. Leaders who consciously initiate different activities for the employees like Airis, find that such activities may boost energy and stimulate all kinds of development.
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| 10. |
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