| 1. |
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| 2. |
- Agogué, Marine, et al.
(författare)
-
A contingency approach of open innovation intermediaries - the management principles of the "intermediary of the unknown"
- 2013
-
Ingår i: 13th EURAM conference, Istanbul, June 26-29.
-
Konferensbidrag (refereegranskat)abstract
- Research has improved our understanding of the managerial challenges inherent in exploratory intermediation. For instance knowledge brokers help to solve well-defined problems based on existing competences. But what if the relevant actor networks are not known, if there is no clear common interest, or if there are only ill-defined, wicked problems and no legitimate common place where they can be discussed? The aim of this paper is to explore these management principles for intermediation of the unknown. Can intermediaries be active when the degree of unknown is high? And if so, what can they do and how can they manage and drive collective innovation? We first build on a review of the literature to highlight common core functions of the different types of intermediaries. Then, we introduce the “degree of unknown” as a new dimension for analyzing the role of intermediaries, and we discuss whether the core functions of the intermediary could be fulfilled when the degree of unknown is very high. Our analysis is based on four different empirical case studies in Sweden, France, and Germany where these functions have been tackled in particular because of the low level of pre-existing knowledge. We describe the managerial challenges these intermediaries face in the unknown and we demonstrate examples of how they have been handled. We conclude by discussing the theoretical and empirical perspectives raised by this work. The paper contributes to the theory of innovation intermediaries by exploring the properties of a form of intermediary for which the degree of unknown is a key contingency variable, and describes management principles for such intermediaries. In this way we characterize a new role –the “intermediary of the unknown” – that may be well spread in practice but scarcely analysed in the literature.
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| 3. |
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| 4. |
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| 5. |
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| 6. |
- Berggren, Rita, 1989, et al.
(författare)
-
Change in Tightly Coupled Systems: The Role and Action of Middle Managers
- 2020
-
Ingår i: Research on Organization Change and Development; edited by Debra A. Noumair, and Abraham B. (Rami) Shani. - 9781839090844 ; , s. 183-209
-
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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| 7. |
- Börjesson, Sofia, 1964, et al.
(författare)
-
Jam Sessions for collaborative management research
- 2003
-
Ingår i: Collaborative research organisations, foundations for learning, change and theoretical development, SAGE Publications, Thousand Oaks, Ca..
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Bokkapitel (övrigt vetenskapligt/konstnärligt)
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| 8. |
- Eisenstat, R. A., et al.
(författare)
-
The uncompromising leader
- 2008
-
Ingår i: Harvard Business Review. - 0017-8012. ; 86:7-8, s. 50-
-
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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| 9. |
- Elmquist, Maria, 1975, et al.
(författare)
-
Exploring the field of open innovation
- 2009
-
Ingår i: European Journal of Innovation Management. - 1460-1060. ; 12:3, s. 326-345
-
Tidskriftsartikel (refereegranskat)
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| 10. |
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| 11. |
- Elmquist, Maria, 1975, et al.
(författare)
-
Leveraging on open innovation: A study of why organizations engage in open innovation collaboration
- 2013
-
Ingår i: NFF conference in Iceland, August 2013.
-
Konferensbidrag (refereegranskat)abstract
- The open innovation paradigm suggests that innovations do not necessarily originate from the organizations that commercialize them. Accordingly, organizations seek to find ways to obtain, integrate and commercialize knowledge from external sources. One way of engaging in open innovation is to be involved in open innovation arenas, where many organizations collaborate. So far, little empirical research has been done on why firms engage in such open innovation activities, beyond the obvious reason to access assets. Could there also be other motives? This paper investigates why organizations engage in open innovation collaboration. The setting is an open innovation arena involving 22 partner organizations collaboratively innovating in automotive safety. Data from interviews with each partner is the basis for the analysis. The results reveal many reasons for participating in the collaboration. Three main categories were discerned: business reasons (e.g. to improve image and recruit knowledgeable people), research reasons (e.g. to obtain better position within the area and access a broader knowledge base) and collective reasons (e.g. to form a joint agenda and to have a collective voice needed for making a difference). An important consequence of the different motives is that they constitute the basis for evaluating the performance of the collaboration. Where other studies primarily have assumed that firms collaborate to gain financial rewards or to increase the innovative capacity, this study suggests that also other performance criteria are important. As an effect the potential effectiveness of the collaboration is multifaceted and must be evaluated as such. The paper concludes that the expectations that organizations bring to open innovation collaboration vary to a large extent and that the desire to access external assets is one of several motives. Understanding that motives may also be commercial or collective is of utmost importance since such expectations will guide the actions, priorities and choices of each organization. Failing to recognize this may lead to collaborative inertia and thus puts the quality of the collaboration at risk.
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| 12. |
- Elmquist, Maria, 1975, et al.
(författare)
-
Open Innovation - Forschung in Europa
- 2009
-
Ingår i: IP Manager - Journal for the Knowledge Economy. - 1868-8985. ; 2009:3, s. 50-51
-
Tidskriftsartikel (refereegranskat)abstract
- Open Innovation hat im Bereich der Innovationsforschung an Dynamik gewonnen. Obgleich es für sie viele Definitionen gibt, ist ihr Kernelement klar: Open Innovation ist die Öffnungdes Forschungs- und Entwicklungsprozesses für externe Akteure zur Steigerung des Unternehmenswertes.
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| 13. |
- Elmquist, Maria, 1975, et al.
(författare)
-
Triangulating relations to explore openness of innovation
- 2009
-
Ingår i: Academy of Management Conference, Chicago, August 2009.
-
Konferensbidrag (refereegranskat)abstract
- In a longitudinal study of an open innovation arena, we study how the leadership practices come to focus on managing relations rather than processes in innovative work. The arena, which is called SAFER, engages world leading companies in automotive safety to jointly develop both innovations and methods to improve the competitiveness of its constituents, who are often each other’s most fierce competitors. The set up allows us to explore how the innovation collaboration develops from several of the collaborating parties’ viewpoints. We aim at develop a multifaceted understanding of how open innovation practices are managed on three leadership levels, from the perspective of the arena itself, as an intermediary in the process, and from the perspectives of the collaborating parties.Exploring openness of innovation by triangulating relations is…blurry. Patterns develop over time, and there is no chance that a snapshot gives you the whole picture.
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| 14. |
- Foote, N., et al.
(författare)
-
The Higher Ambition Leader
- 2011
-
Ingår i: Harvard Business Review. - 0017-8012. ; 89:9, s. 94-
-
Tidskriftsartikel (övrigt vetenskapligt/konstnärligt)abstract
- In 2009, as financial institutions faced plummeting profits and public scorn, the star of Standard Chartered Bank was on the rise. The bank posted its seventh straight year of income growth (with no help from government funding) and increased its Lending by 13%. Why was it thriving in such a difficult time? Because a different approach to leadership had taken hold there, say the authors, a team from the TruePoint consultancy. Mervyn Davies, who took Standard Chartered's reins in 2001, and his successor, Peter Sands, represent a new breed of CEO. Not content with achieving only strong economic returns, these CEOs drive their companies toward high performance on three fronts at once: creating tong-term value, producing benefits for the wider community, and building strong social capital within the organization. Many CEOs do well in one of these areas, but what sets these "higher-ambition leaders" apart is their ability to excel in all three. In pursuing their aggressive agendas, higher-ambition leaders do three things: They draw on a much broader view of their companies' organizational and cultural assets to forge more-powerful strategic visions. They build widespread commitment to achieve those visions by turning their companies into communities of shared purpose. And they demonstrate the grit to commit to their visions over the long term. As each of these activities reinforces the others, the full human and business potential of the organization is unlocked, allowing these CEOs to lead their companies to remarkable success, even in the face of daunting challenges.
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| 15. |
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| 16. |
- Fredberg, Tobias, 1974, et al.
(författare)
-
Beer, Michael: It’s Not the Seed, It’s the Soil
- 2021
-
Ingår i: The Palgrave Handbook of Organizational Change Thinkers: volume 1-2, Second Edition. - Cham : Springer International Publishing. ; , s. 163-182
-
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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| 17. |
- Fredberg, Tobias, 1974
(författare)
-
Beundrade företag är ofta usla arbetsgivare
- 2019
-
Ingår i: Göteborgs-Posten (GP). - 1103-9345.
-
Tidskriftsartikel (populärvet., debatt m.m.)abstract
- Företagen vi beundrar och vill jobba på är inte de företag som behandlar sina anställda bäst. Men kanske dagens transparens kan hjälpa till att ändra förhållandena.
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| 18. |
- Fredberg, Tobias, 1974, et al.
(författare)
-
Beyond the Change Curve: The Anatomy of Engaging Change Projects
- 2015
-
Ingår i: Strategic Management Society meeting, Denver.
-
Konferensbidrag (refereegranskat)abstract
- A fundamental assumption in the change literature is that employees typically do not like change and try to resist it. Such resistance (Dent & Galloway Goldberg, 1999; Ford, Ford, & D'Amelio, 2008; Piderit, 2000; Stanley, Meyer, & Topolnytsky, 2005; Strebel, 1996) is generally seen as an obstacle to change (Ford et al., 2008), and contributes to the generally assumed failure rate of around 70% of change projects (Beer & Nohria, 2000). To understand why this failure rate exists, and to increase the likelihood for success, scholars have researched the cognitive readiness for change (Armenakis & Bedeian, 1999; Armenakis, Harris, & Mossholder, 1993; Rafferty, Jimmieson, & Armenakis, 2013). Fewer studies have focused on how resistance and readiness change during transition periods. The dominant models in this area are built on Kübler-Ross’ “change curve” (1969). The curve and its adaptations (see Elrod & Tippett, 2002, for a review) suggest that individuals and organizations go through fundamental losses of morale, described as anger, depression, despair (or similar terms), before moving to a state of acceptance and constructive handling of the situation, and that performance also follows this path. But does it have to be that way? Research in organizational behavior and change suggests that engaged employees show less signs of resistance towards change and are less cynical towards change initiatives (Burke, 2011; Ford et al., 2008; Reichers, Wanous, & Austin, 1997). That would, theoretically, lead to a different trajectory than that suggested by the change curve. No research was found to indicate what characterizes such a different trajectory, however. This paper builds on multiyear longitudinal studies of transformation processes in two divisions in two different companies. An outspoken ambition was to engage employees in the change processes. The companies were in different industries (telecommunications vs. health care), and the divisions had different functions (product development unit vs. factory). The study used action research methods where selected employee task forces were involved in collecting data (Beer, 2013; Beer & Eisenstat, 2004). A total of 713 interviews were performed by task forces in 11 interview processes. Data from internal performance measurements was also used to support findings. Whereas the change curve and its adaptions indicate that engagement/satisfaction levels and productivity levels drop during change processes, this did not happen in the two cases. Instead, both engagement/satisfaction levels and performance levels increased. These results occurred as the organizations underwent massive organizational changes. Reponses from organizational members (from first line employees to the level below top management) showed that members went through four major stages that we denote as general dissatisfaction, self-doubt, concern and in the end demand. The study fills a gap in the literature on organizational change by providing empirical evidence of the unfolding of organizational transformation processes, especially for the case of engaging transformation methods. The positive outcome of the change processes are discussed using literature on organizational change. A main argument is that the nature of the change processes change with the managerial approach and method.
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| 19. |
- Fredberg, Tobias, 1974, et al.
(författare)
-
Breaking through in a tightly nested system
- 2015
-
Ingår i: Academy of Management Conference Vancouver 2015.
-
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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| 20. |
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| 21. |
- Fredberg, Tobias, 1974
(författare)
-
Counteracting the Lack of Trust in Global Business: Creating Economic and Social Value with Stakeholders
- 2013
-
Ingår i: G20 youth conference in St Petersburg.
-
Konferensbidrag (refereegranskat)abstract
- Year after year we are reminded of how badly business organizations are seen in large parts of the world. For example, in survey done by the research firm Edelmann in 2012, less than 30% of the French informed public trusted business organizations and their leaders to do “what is right”. With the exception of some excellent examples, the low trust and legitimacy of business is a problem that prevails throughout the G20 members and most countries where the trust level is measured. With the general critique towards large corporations in society, and with the recurring corporate scandals and reports of executive greed, this is perhaps not surprising. But the implications of this problem are important not only in the societal debate, but for how these organizations function. Trust is connected with engagement, which in turn is connected to performance in what we can call the trust-engagement-performance cycle. Hence, in the general case, a low level of trust is connected with low performance both in terms of people’s engagement and the financial performance of corporations. In a study with 20 CEOs of large transnational corporations selected out of their ability to create both financial and social value (we call them “Higher Ambition”-companies), we try to understand their strategies for increasing trust with stakeholders in the markets that they are active in, engagement among their employees and external partners, and thereby performance. In doing so, the leaders of these corporations have to deal with a larger set of dilemmas and paradoxical choices that arise from the global complex nature of the transnational corporation as well as the double sided nature of their ambition to create economic as well as social value. Hence, instead of focusing on what global corporations do badly (which is the common way of analyzing the issue), we try to understand what they do well. The paper outlines the challenges, the resulting dilemmas/paradoxes, the strategies for handling them and discusses the implications for global business.
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| 22. |
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| 23. |
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| 24. |
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| 25. |
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| 26. |
- Fredberg, Tobias, 1974, et al.
(författare)
-
Embracing Commitment and Performance: CEOs and Practices Used to Manage Paradox
- 2008
-
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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| 27. |
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| 28. |
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| 29. |
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| 30. |
- Fredberg, Tobias, 1974
(författare)
-
Hemligheten bakom lönsamma företag
- 2019
-
Ingår i: Göteborgs-Posten (GP). - 1103-9345.
-
Tidskriftsartikel (populärvet., debatt m.m.)abstract
- Ekonomikrönika. Röster höjs för att företag ska slippa ta ansvar för något bredare än sig själva. Men det ligger i deras egenintresse att göra det.
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| 31. |
- Fredberg, Tobias, 1974
(författare)
-
Hur tjänar din arbetsgivare sina pengar?
- 2019
-
Ingår i: Göteborgs-Posten (GP). - 1103-9345.
-
Tidskriftsartikel (populärvet., debatt m.m.)abstract
- Det blir allt viktigare att ifrågasätta hur organisationerna vi arbetar för tjänar pengar. Om vi inte tänker bredare på vilket värde vi är med att skapa för våra stakeholders riskerar vi att hamna hopplöst efter.
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| 32. |
- Fredberg, Tobias, 1974
(författare)
-
If I Say It's Complex, It Bloody Well Will Be: CEO Strategies for Managing Paradox
- 2014
-
Ingår i: The Journal of applied behavioral science. - : SAGE Publications. - 0021-8863 .- 1552-6879. ; 50:2, s. 171-188
-
Tidskriftsartikel (refereegranskat)abstract
- This empirical article focuses on practices by CEOs of global organizations to manage paradox. Earlier research has pointed to how difficult it is to solve paradoxes and has suggested overarching approaches for their resolution. The purpose with this article is to further the understanding of how paradox handling works in practice. The article builds on interviews with CEOs of 20 global organizations selected out of their ability to create both economic and social value. The article aims to contribute to the literature by (a) showing how CEOs relate to paradoxes and (b) strategies for solving the paradoxes. Suggestions are made for how this develops the current literature in the area, and what further research may look into. The article informs industrial practice by showing examples of managerial solutions to paradoxes and by highlighting paradox resolution as a source of competitive advantage.
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| 33. |
- Fredberg, Tobias, 1974, et al.
(författare)
-
In Search of Sustainable High Performance
- 2009
-
Ingår i: Academy of Management Conference, Chicago, August 2009.
-
Konferensbidrag (refereegranskat)abstract
- Quarterly capitalism has drawn with it an immense critique of the effects it has had on shortsightedmanagement of firm performance. If we look over decades, few organizations haveachieved sustainable high performance. As Charles O’Reilly points out, the life expectancy ofan American company is much less than the average American citizen. There are exceptions.Hewlett Packard achieved sustained high performance for five decades through the early1990s. Southwest Airlines has achieved it for over thirty years. In the professional servicesindustry McKinsey stands out. The question that concerns CEOs and management theorists ishow sustainable high performance can be achieved. Our ambition in this symposium is to puttogether leading thinkers – Professors Michael Beer, Jay Galbraith, Charles Heckscher andCharles O’Reilly III - to explore their most recent ideas on the requisite design elements offirms aspiring to sustainable high performance as well as means for developing suchorganizations.
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| 34. |
- Fredberg, Tobias, 1974
(författare)
-
Interface Strategies. Internet and the Business of Large Swedish Daily Newspapers
- 2003
-
Doktorsavhandling (övrigt vetenskapligt/konstnärligt)abstract
- The dissertation analyses how large daily newspapers in Sweden have used the Internet in business. The focus is put on the managerial challenge of handling the Internet as a new distribution technology in the newspaper world. Three of the most important changes that newspaper companies are faced with when going on-line are the intensified competition for peoples attention, the possibility for the newspaper to serve smaller communities more accurately, and the need for newspapers to handle two distribution forms at the same time. The dissertation presents a model over newspaper companies strategies in this new setting, to facilitate understanding of the phenomenon. The strategies are in the model described as consisting of attention generating mechanisms, the upholding and strengthening of community relations, and the composition of the information service bundles that newspaper companies offer their customers. The character of each component together with the relation between them defines what in the dissertation is called the interface strategy. The goal of interface strategies is to achieve cognitive dominance in the communities that the newspapers serve with information. Cognitive dominance is introduced in the dissertation as a description of the strategic goal on a market for information goods such as the Internet. Interface strategies are focused on the way companies relate to their customers. The new technology makes a closer relation to the customers possible. It is in the dissertation argued that this developed relation between the newspapers and the customer communities is useful during periods of industrial change since the company, if the interface is managed successfully, has the possibility of changing together with the customer. The research for the dissertation was made with a number of different qualitative methods (e.g. case studies). It builds on observations from seventeen newspapers, of these ten of the eleven largest Swedish daily newspapers.
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| 35. |
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| 36. |
- Fredberg, Tobias, 1974
(författare)
-
Konsten att förändra beteende
- 2019
-
Ingår i: Göteborgs-Posten (GP). - 1103-9345.
-
Tidskriftsartikel (populärvet., debatt m.m.)
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| 37. |
- Fredberg, Tobias, 1974
(författare)
-
Konsten att lyckas med misslyckanden
- 2019
-
Ingår i: Göteborgs-Posten (GP). - 1103-9345.
-
Tidskriftsartikel (populärvet., debatt m.m.)abstract
- Organisationer som lyckas transformera sig i grunden kännetecknas av att de för- håller sig annorlunda till kraschade projekt och misslyckade affärer.
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| 38. |
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| 39. |
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| 40. |
- Fredberg, Tobias, 1974
(författare)
-
Lighting the Campfire: The creation of a community of interest around a media company
- 2002
-
Ingår i: JMM International Journal on Media Management. - 1424-1277. ; 4:1, s. 4-12
-
Tidskriftsartikel (refereegranskat)abstract
- This article describes a strategy for community building, labeled cognitive dominance.The strategy highlights the economic value of the concepts enactment and storytellingin a network of people. The article links community theory with network economicsand strategy in the community setting and argues that network effects can be reapedthrough the creation of the community. The cognitive dominance strategy in implementationis illustrated in a single case study from the Swedish media industry onhow a company extensively used such a strategy. The company aimed to create acommunity of interest around its product. To do this, the company needed to gainattention by growing in importance in the public debate, and use storytelling with adistinguished rhetoric to, more evidently jointly create a reality with its audience.The cognitive dominance strategy also allowed the media company to go throughchanges, as it built upon change itself.
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| 41. |
|
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| 42. |
- Fredberg, Tobias, 1974, et al.
(författare)
-
Making it Happen: Leadership and the Practice of Strategy
- 2008
-
Ingår i: Strategic Management Society Meeting.
-
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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| 43. |
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| 44. |
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| 45. |
- Fredberg, Tobias, 1974, et al.
(författare)
-
Michael Beer: It's not the seed, it's the soil
- 2017
-
Ingår i: The Palgrave Handbook of Organizational Change Thinkers. - Cham : Springer International Publishing. - 9783319528786 ; , s. 107-125
-
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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| 46. |
- Fredberg, Tobias, 1974
(författare)
-
När krisen blir ett reningsbad
- 2020
-
Ingår i: Göteborgs-Posten (GP). - 1103-9345.
-
Tidskriftsartikel (populärvet., debatt m.m.)
|
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| 47. |
- Fredberg, Tobias, 1974
(författare)
-
När skälet till antalet fel fick en annan förklaring
- 2019
-
Ingår i: Göteborgs-Posten (GP). - 1103-9345.
-
Tidskriftsartikel (populärvet., debatt m.m.)abstract
- Högt i tak skapar högre resultat. Ju högre i tak det är i de team vi arbetar i, desto bättre fungerar teamen. De är mer produktiva, ...
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| 48. |
- Fredberg, Tobias, 1974, et al.
(författare)
-
Organization renewal through entrepreneurial initiatives: When the seed changes the soil
- 2018
-
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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- 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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