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| 2. |
- Fredberg, Tobias, 1974
(författare)
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Beundrade företag är ofta usla arbetsgivare
- 2019
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Ingår i: Göteborgs-Posten (GP). - 1103-9345.
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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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| 3. |
- Fredberg, Tobias, 1974, et al.
(författare)
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Beyond the Change Curve: The Anatomy of Engaging Change Projects
- 2015
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Ingår i: Strategic Management Society meeting, Denver.
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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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| 4. |
- 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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| 5. |
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| 6. |
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| 7. |
- Fredberg, Tobias, 1974
(författare)
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Hemligheten bakom lönsamma företag
- 2019
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Ingår i: Göteborgs-Posten (GP). - 1103-9345.
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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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| 8. |
- Fredberg, Tobias, 1974
(författare)
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Hur tjänar din arbetsgivare sina pengar?
- 2019
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Ingår i: Göteborgs-Posten (GP). - 1103-9345.
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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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| 9. |
- Fredberg, Tobias, 1974
(författare)
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Konsten att förändra beteende
- 2019
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Ingår i: Göteborgs-Posten (GP). - 1103-9345.
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Tidskriftsartikel (populärvet., debatt m.m.)
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| 10. |
- Fredberg, Tobias, 1974
(författare)
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Konsten att lyckas med misslyckanden
- 2019
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Ingår i: Göteborgs-Posten (GP). - 1103-9345.
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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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| 11. |
- 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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| 12. |
- Fredberg, Tobias, 1974
(författare)
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När skälet till antalet fel fick en annan förklaring
- 2019
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Ingår i: Göteborgs-Posten (GP). - 1103-9345.
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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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| 13. |
- 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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| 14. |
- 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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| 15. |
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| 16. |
- Fredberg, Tobias, 1974
(författare)
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Varför gör inte alla som Lego?
- 2019
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Ingår i: Göteborgs-Posten (GP). - 1103-9345.
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Tidskriftsartikel (populärvet., debatt m.m.)abstract
- Många organisationer försöker få reda på hur de ska kunna bli snabbare på att hantera ny teknologi och omvärldskrav. Inte sällan pratar man om att man måste gå ifrån en traditionell modell byggd på kontroll till en organisation där människor själva tar initiativ. Men hur gör man då?
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