FOCUS - SNF | Forsiden The FOCUS program explores how new types of organizational ... provide new...

FOCUSANNUAL REPORT2015

The FOCUS program explores how new types of organizational solutions can contribute to competitive advantage. Though a five-year research program (2012-2016) we aim to develop new theories, models and practices that attend to the increasing pressure of identifying and implementing future-oriented corporate solutions. Researchers from different disciplines work together with a selection of companies in a collaborative alliance to examine innovative corporate solutions related to four topics:

1) International Growth and Value Creation2) Managing Knowledge Workers3) Dynamic Approaches to Management Control4) Developing Capacity For Change

Program goals• Develop new insights, theories and models on corporate solutions• Establish new arenas for collaboration between academia and practitioners• Produce practically relevant knowledge and publish in top international journals

Corporate partners:

Project partners: NFF, TTS, Lærdal Medical, Miles

FOTO:

Hundven Clements Photography, Siv Dolmen and Joakim S. Enger

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FOCUS ANNUAL REPORT 2014FOCUS ANNUAL REPORT 2015

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Bjarte Bogsnes, StatoilJørgen Ringdal, Gjensidige, Karen Modesta Olsen, FOCUS og Ronny Balto Pettersen, Deloitte

Anne Cathrin Haueng, Deloitte and Inger G. Stensaker, FOCUS

Torstein Nesheim, FOCUS, Anne Cathrin Haueng, Deloitte, Tom Georg Olsen, Miles, Sandra Riise, Regnskap Norge and Jørgen Lund, Regnskap Norge

Therese Sverdrup, FOCUS

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ACTIVITIES

KNOWLEGDE SHARING

Spring Coorporate Workshop, June 3 at Deloitte Oslo

Presentations by:

• EtienneWenger-Trayner:Sociallearningandstrategiccapabilities:avalue-creationframework

• PaulGooderham,NHH&FrankElter,TelenorResearch:Knowledgesharingwithinandacross

businessunitsinmultinationalcompanies

• FrankElter,TelenorReseach,Knowledgesharingbetweenacademiaandpractice:HowTelenor

makesuseogresearchresultsfromFOCUS.

• TorsteinNesheim,SNF:Knowledgesharingindifferentorganizationalcontexts

• SisselAustad&AnneCathrinHaueng,Deloitte:Knowledgesharinginprofessionalservicefirms:A

globalperspective

PERFORMANCE CULTURE

Fall Coorporate Workshop, November 19 at Gjensidige Oslo.

• TorErikSilset,Gjensidige:Atferdsendringgjennom

målingogoppfølging,

• KatarinaKaarbøe,FOCUS:Fromcomforttostrechzone

– en studie av Beyond budgeting selskap

• ArneSeglemLarsen,LaerdalMedical:Perfomance

managementutenkaraktereriLaerdal,

• ChristinaNerstad,FOCUS:Veientilenpositivprestasjonskultur

• ThereseSverdrupogVidarSchei,FOCUS:Ledelseogprestasjonskultur–foreløpigefunnfra

Regnskapsbransjen

Publication seminar with Ann Langley

ProfessorAnnLangleyatHECMontreal(andhonorarydoctorateatNHH)highly

acknowledgedforherimpactfulworkonchangeprocesses.Shehaswritten

numerousbooksandacademicarticlesonhowtodesignempiricalprocessstudies

andstrategiesforanalyzingprocessdata.

In2015FOCUSdelivered:

28 master’s theses

17internationaljournalpublications

6internationalbookchapters

22nationaljournalpublications/

bookchapters

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THEME 1: INTERNATIONAL GROWTH AND VALUE CREATION

AsubstantialproportionofNorwegianfirmshaveexpandedinternationallybyestablishingbusinessunitsabroad

thathaveamandatetobelocallyresponsive.Thishasledtoa“multi-domestic”structurecharacterizedbylocal

businessunitdecision-making,localsupplychainsandlocalknowledgedevelopment.However,therearenow

increasingpressuresonNorwegianmultinationalcompanies(MNC)toseekefficienciesbyintegratingsupplychains

andtoseeksynergiesbyensuringknowledgesharingacrossoperations.Bothofthesetrendsrepresentaninternal

governancechallengeformulti-domesticMNCs.Ontheonehand,localdecision-makinghastoadapttoasignificant

increaseinglobalcoordination.Ontheotherhand,globalcoordinationcanalsounderminelocalresponsiveness.

AfurthergovernancechallengeforNorwegianMNCsrelatestotheintegrationofsupplychains.Ratherthan

traditionalpurchasingfromexternalvendors,increasinglythereisatrendtowardslong-termpartneringwithkey

knowledge-richfirms.Thusratherthanemployingtraditional,transactional-basedcontractswithexternalparties,

NorwegianMNCshavetodeveloptrust-basedrelationships.Wearguethatthiswillinvolvethedevelopmentof

boundary-spanningcapabilities.Wefurtherarguethatlong-termvendorpartneringcanlearnfromresearchon

internationaljointventures(IJVs).

EXAMPLES OF PAPERS

KNOWLEDGE SHARING IN MNCS

TheabilityofanMNCtomakeavailableknowledgefromoneunittoanother

contributestoorganizationalperformanceandhasbeenconceptualizedascritical

fortheexistenceofMNCs.However,organizationalcomplexityinherenttoMNCs

establishesinternalboundariesthatmakesknowledgesharingacrossbusinessunits

challenging.Intheliterature,weidentifythreebroadcategoriesoffactorsthatare

viewedasenablingMNCstoovercomeinternalorganizationalbarriersforknowledge

sharing-individualmotivation,governancemechanismsandorganizationalvalues.

Weargueanddemonstratethatthesefactorsworkdifferentlywithin,asopposedto

across,MNC’sunits.Inotherwords,whatgeneratesknowledgesharingwithinabusinessunitisdifferenttowhatis

requiredtopromoteknowledgesharingbetweenbusinessunits.Weemployauniquedata-setbasedonquestionnaire

responsefromover15,000employeesinthemultinationaltelecomcompany,Telenor(Dasi,Elter,Gooderham&

Hildrum,2015).

FOCUSinvolvesover

25researchersfrom4

departmentsatNHH.

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FOCUS ANNUAL REPORT 2015

SELECTED PUBLICATIONS

Dasi, A., Elter, F., Gooderham, P.N. and

Hildrum, J. (2015).Howdoesthepromotion

ofknowledgesharingworkwithinandacross

MNC’sbusinessunits?PresentedatAcademy

ofInternationalBusinessAnnualMeetingin

Banglore,India,27-30June2015.

Gooderham, P.N., Ulset, S. and Elter, F. (2016).

BeyondLocalResponsiveness-Multi-domestic

MultinationalsattheBottom-of-the-Pyramid.In

T.Ambos,B.AmbosandJ.Birkinshaw,Researchin

GlobalStrategicManagement,vol.18.Emerald.

Gooderham, P.N., Zhang, M. and Jordahl,

A. (2015)EffectiveboundaryspannersinIJVs

experiencingperformancedown-turn.InA.A.

Camillo(ed).GlobalEnterpriseManagement,

VolumeII,NewPerspectivesonChallengesand

FutureDevelopmentsPalgraveMacmillan.Pp.91-

106.

THE CHARCATERISTICS OF BOUNDARY

SPANNERS

Thepivotalroleofboundaryspannersistocreatelinkages

acrosstheorganizationalboundariesofIJVs.Inthispaper,

weexplorethecapabilitiesofboundaryspannerswhoare

effectiveinmaintainingsocialtrustinIJVsexperiencing

performancedecline.IJVsarepronetointer-partner

conflictandtheissueoftrustbetweenIJVpartnershas

becomeakeyconstructininter-firmrelationshipsand

cross-bordermanagement.Usingqualitativedata,we

examinethecapabilitiesofboundaryspannersinvolved

intwoNorwegian-ChineseIJVs.WhilebothIJVswere

facingdownturns,theirresponsestotheseweremarkedly

different.Whiledeterioratingperformancecausedthe

boundaryspannersintheoneIJVtodistrusteachother,

thecapabilitiesoftheboundaryspannersintheotherIJV

ledtothedevelopmentandmaintenanceofsocialtrust

andacreativeattitudetotheIJV.(Gooderham,Zhang&

Jordahl,2015).

BEYOND LOCAL RESPONSIVENESS -

MULTI-DOMESTIC MULTINATIONALS AT

THE BOTTOM-OF-THE-PYRAMID

Wefocusonmulti-domesticMNCs–characterizedby

devolveddecision-makingandlocaladaptation-and

thespecificchallengestheyconfrontin“bottom-of-

the-pyramid”(BOP)markets.UsingTelenorandits

operationinIndiaasourempiricalcontext,weshowthat

successfulBOPsubsidiariesmustgoradicallybeyond

localadaptationanddeveloplocallyembeddedbusiness

models.Whiletherelevanceofcapabilitiesdevelopedin

top-of-thepyramidoperationsforBOPsubsidiariesis

low,wefindthatcapabilitiesdevelopedinaBOPsetting

arerelevantforotherpartsoftheMNC.Weexplorethe

roleofTelenor’sglobalheadquartersinenablingthe

globalintegrationofpracticesdevelopedinitsIndian

BOPoperation.Wediscussthepossibletensionsthat

arisewhenmulti-domesticMNCschoosetodevelopa

centralizedintegratingcapability.(Gooderham,Ulset&

Elter,2016).

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THEME 2: MANAGING KNOWLEDGE WORKERS

IncreasedinternationalizationwillrequirethatNorwegianfirmsareabletodevelopacompetitiveadvantagebased

onourhighlycompetentworkforce.Ithasbeenarguedthatso-calledknowledgeworkersrequireotherformsof

leadershipandorganizing.However,theempiricalevidenceforsuchclaimsislacking.Wethereforeneedtodevelop

empiricallybasedknowledgeonhowtomotivate,organizeandmanagehighlycompetentpeople.

Weaddresstheseissuesbystudyingknowledgeworkersinvariouscontexts.Knowledgeworkerswilloftenbe

involvedincomplexemploymentrelations.Knowledgeworkers,suchasemployeesofprofessionalservicefirms

(PSFs)haveattachmentstotheiremployer,theirclientsandtheirprofession.Weanalyzeunderwhichconditions

theyfeelcommitmenttotheemployingorganization,theclientandtheprofession.Moreover,weanalyzechallenges

inmulticulturalsettingsbyinvestigatinghowNorwegiancompaniescommunicateitscorevaluestoitsinternational

subsidiaries.Sharedunderstandingiscrucialforknowledgeworkers,whoselanguageisanimportanttooltoperform

theirjobs.Insum,weexaminehighlyeducatedworkersincomplexemploymentrelations,multiculturalsettings,and

long-distanceleadershipworkerswhoareexposedtophysicaldistancefromtheirmanagers.Thesestudiesaimto

providenewknowledgeaboutdesigningandmanaginghumanresourcesystems.

EXAMPLES OF PAPERS

MULTIPLE FOCI OF COMMITMENT IN A PROFESSIONAL SERVICE FIRM: BALANCING COMPLEX

EMPLOYMENT RELATIONS

Employeesofprofessionalservicefirmshaveattachmentstotheiremployer,theirclientsandtheirprofession.

Basedonanalysisof510employeesinalargePSFinNorway,wefindthatlowqualityofinternalworkrelations

androleconflictsmakeemployeesmorecommittedtotheclientsandtheprofessionthantheemployer.Thepaper

contributestoourunderstandingoftheconditionsunderwhichemployeesidentifywithexternalfoci,andwhen

commitmenttotheemployermaybecompromised.Thefindingshaveimplicationsforhowmanagerscanhelpto

increasethecommitmentofemployeesinvolvedincomplexemploymentrelations.(Olsen,Sverdrup,Nesheim,and

Kalleberg,2015)

Sandra Riise, Regnskap Norge og Johannes Neteland, TTS

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Kavaliova, M., Virjee, F., Mæhle, N. and

Kleppe I. A.(2015).“CrowdsourcingInnovation

andProductDevelopment:Gamificationas

aMotivationalDriver.CogentBusiness&

Management,forthcominginSpecialissue«Social

MediainManagement».

Ly, A. (2016).Internalemailcommunication

intheworkplace:Isthereaneast-westdivide?

ForthcomingInterculturalPragmatics.

Nesheim, T. & Hunskaar, H,. (2015).“When

employeesandexternalconsultantsworktogether

onprojects:Challengesofknowledgesharing”,

InternationalJournalofProjectManagement,33

(7):17-24.

Olsen, K. M. (2015).“Thepowerofworkers.

Knowledgeworkandthepowerbalancein

Scandinaviancountries”,ForthcomingEmployee

Relations.

Olsen, K.M., Sverdrup, T. E., Nesheim, T.

and Kalleberg, A.L. (2015).Multiplefociof

CommitmentinaProfessionalServiceFirm:

BalancingComplexEmploymentRelations

ConditionalacceptHumanResourceManagement

Journal.

Sverdup, T. E. & Schei, V. (2015).“Cutmesome

slack”:Psychologicalcontractsasafoundationfor

understandingteamcharters.JournalofApplied

BehavioralScience(publishedonline).

INTERNAL EMAIL COMMUNICATION IN

THE WORKPLACE: IS THERE AN EAST-WEST

DIVIDE?

Europeansareoftendescribedininterculturalbusiness

communicationliteratureasdirectandAsiansindirect

whentheycommunicate.Iftheircommunicationstyles

aresodifferenthowever,howcantheyunderstand

eachotherandcollaborateintheworkplace?The

articlelooksatinternalemailcommunicationinthe

workplace.ItanalysesthewayEuropeanemployees

formulaterequests,criticismsanddisagreements

whenwritinginternalworkemailstotheirAsian

colleaguesandthenitexaminesthewaytheseemails

areperceivedbytheAsianemployees,intermsof

politeness,friendlinessandclarity.Thestudyshows

thatintheworkcontext,theEuropeaninformants

tendtobedirectwhenwritingarequestbutindirect

whenexpressingacriticismandadisagreement.

TheseresultscorrelatewiththeAsianinformants’

expectationsandillustratehowdeviancefromthese

expectationscouldbeperceivedasrude,unfriendlyand

couldharmworkcollaboration.(Ly,2016)

CROWDSOURCING INNOVATION AND

PRODUCT DEVELOPMENT: GAMIFICATION AS

A MOTIVATIONAL DRIVER

WiththeriseofWeb2.0technologiesandsocial

media,manycompanieshavestartedtooutsource

innovationactivitiesandproductdevelopmentto

externalcontributors(e.g.consumers)throughan

opencall,socalledcrowdsourcing.Theproblemis

thatcrowdsourcinginitiativesoftenfailduetolow

engagement.ThispaperusesacaseofThreadless,a

webbasedapparelstore,toshowhowcompaniescan

employgamification–gameelementsanddesign–

toaddressthisissue.Ourfindingsdemonstratethe

effectivenessofusingchallenges,achievements,points,

rewards,andstatustoincreaseconsumers’engagement

incrowdsourcingprojects.(Kavaliova,Virjee,Mæhle

andKleppe,2015)

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THEME 3: DYNAMIC APPROACHES TO MANAGEMENT CONTROL

Organizationswhosecompetitiveadvantageliesinattributessuchasdesign,qualityofservice,customerfocus,

innovativeproductsornovelsolutionsaredependentontheiremployeesbeingwillingandabletorespondtonew

challengesandopportunitiesinfreshandinventiveways.Themoreturbulenttheirenvironmentsbecome,the

lessviabletraditionalcommandandcontrolmanagementisandthemorecriticalitbecomesthatemployeesare

self-regulated.However,whatisverymuchlessobviousishowtodevelopapproachestomanagementcontrolthat

actuallypromoteandsupportcreativeandinnovativeautonomyratherthanunderminingit.ThisiswhatBeyond

Budgetingisabout.Wefocusbothonthecontrollersworkinhandlingmodernmanagementcontrolsystemsandon

decisionmakersuseofinformationfrommodernmanagementcontrolsystems.

EXAMPLES OF PAPERS

HOW EXPERTS INFLUENCE DECISION-MAKING IN THE ORGANIZATION – A FIELD STUDY OF

ENTERPRISE RISK MANAGEMENT FUNCTION IN A NON-FINANCIAL COMPANY.

Riskmanagementhasbeenadisciplinefordecades.However,organizationshaveonlyrecentlybeguntointroduce

aseparateenterpriseriskmanagement(ERM)function.Theaimofthisstudyistoexaminethetransformationof

theERMfunction’sinfluenceinalargecompanyovertime.Weuseahistoricalcasestudyinformedbysocialtheory

toinvestigatethisphenomenon.TodeveloptheoryonhowtheERMfunctiongainsinfluence,weuseaframework

basedonpreviousresearchonhowtoinfluenceothers.Thefindingsshowthattheconstructionofrisktechnologies

overtimetriggersachangeintheERMfunction’sinfluenceondecisionmaking.Twoprocessesofinfluenceareused

bytheERMfunction:sellingnewideasandmanagingknowledgeacrossboundaries.Inthefirstprocess,theERM

functionattemptstoverticallyinfluencetopmanagement’sdecisionsregardingacceptanceofnewriskmanagement

Anita Meidell, FOCUS, Dagfinn Myhre, Telenor, Sandra Riise, Regnskap Norge, Hans Christian Ellefsen, Regnskap Norge, Arne Beek, DNB

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Gooderham, P., Morley, M., Parry, E., Stavrou,

E. (2015).Nationalandfirmleveldriversof

thedevolutionofHRMdecisionmakingtoline

managers.JournalofInternationalBusiness

Studies,46(6),715-723).

Heinzelmann, R. (2015).BeyondBudgeting

andEnterpriseResourcePlanningSystems

integration,BETAScandinavianJournalof

BusinessResearch,Vol.29,no.1,pp.25-48.

Heinzelmann, R. (2015).InsightsofusingBeyond

Budgetingideasforperformancemanagementand

controlinNorwegiancompanies,Zeitschriftfür

Controlling,no.2,pp.96-101.

Heinzelmann, R. (2015).Comparingprofessions

inUKandGerman-speakingmanagement

accounting.(Re-submissionAccountingin

Europe)

Kaarbøe K and L J Tynes Pedersen (2015)

InnovationinBusinessModelsandManagement

ControlSystems:IntroductiontotheSpecialissue.

BETAScandinavianJournalofBusinessResearch,

pp.6-9

Meidell A and K Kaarbøe (2014)Howexperts

influencedecision-makingintheorganization–a

fieldstudyofenterpriseriskmanagementfunction

inanon-financialcompany.(Re-submission

BritishJournalofAccountingResearch).

technologies.Inthesecondprocess,theERM

functionattemptstohorizontallyinfluencedecision

makerstouseriskknowledgeindecisionprocesses.

Theoretically,ourfindingscontributetoour

understandingofhowtheERMfunctioninfluences

decisionmakinginorganizationsovertime.

TO WHAT EXTENT DO ENTERPRISE

RESOURCE PLANNING (ERP) SYSTEMS

ENABLE OR LIMIT THE IMPLEMENTATION

AND USE OF BEYOND BUDGETING IDEAS?

Thisarticleinvestigatesthisquestionbydrawing

uponaqualitativecasestudyintheoilandgas

industry.Weexaminetensionsarisingfromthe

conflictinglogicsofBeyondBudgeting(BB)andERP

systemsaswellasthestrategiesanorganization

usestoresolvethempractically.Morespecifically,

BBisdrivenbythelogicsofflexibilityanddynamic

adaptationthatarebasedonbottom-upandteam-

basedmanagementcontrol,whichcomedirectly

intoconflictwiththelogicsofERPsystemsthatare

drivenbyconcernsofintegration,standardization,

andcentralization.Thisarticletheorizesand

demonstrateshowDynamicOil“manages”these

conflictinglogicsbehindERPsystemsandBB.We

showthatBBisplacedoutsideofthecoreERP

systeminaso-calledBestofBreed(BoB)solution.

Ourcasealsoshows,however,thatERPsystemsand

BBareusedconcomitantly,and,dependingonthe

specificpurposeofcontrolatagiventime,oneorthe

othergainssignificancewithregardtomanagers’

attention.ThisarticlecontributestoManagement

AccountingInnovations(MAIs)literatureandto

ERPliterature,addressingthesocio-technicalnature

ofaccountingobjects.(Heinzelmann,2015).

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THEME 4: DEVELOPING CAPACITY FOR CHANGE

Inresponsetoexternalpressuresforefficiencies,organizationsareintroducingplannedchangeevermorefrequently.

Incontrasttothemostwell-knownchangetheories,whichlookuponchangeasisolatedactivitiesandsomething

outoftheordinary,weadopttheperspectivethatlarge-scaleplannedchangesarecontinuouslyinitiatedand

implementedinorganizationsthuscreatinganeedforcapacity.Changecapacityreferstotheabilitytoimplement

multiplechangesintheorganizationwhilekeepingafocusondailyoperations.

Ourinterestliesparticularlyinunderstandingthedynamicsthatplayoutovertimeduringchange.Weexamine

howpreviousexperiencesshapecurrentpossibilitiesandlookatthelong-termconsequencesonfuturecapacity

forchangefromactionstakentoday.Inaddition,wefocusonthedynamicsacrossorganizationallevels.Change

capacityrequirescapabilitiesatnumerouslevelsintheorganization:suchastopmanagement,middlemanagement,

employees,andunionrepresentatives.Ourresearchexamineswhatgoesonacrosstheselevelsintermsoftheaction

andinteractionbetweenpeople,teams,groups,anddivisionsastheyattempttomake(orresist)change.Thereare

severalreasonsforthisrelationalfocus,butthemostimportantisthefactthatstrategicchangetendstobetreatedas

top-managementdecisionswithoutmuchconsiderationofthemicro-levelprocessesandpractices.Yetitispeople

whobothformulateandimplementstrategicchange.Wethereforeneedtoknowmoreabouthowtomobilizepeople

withinorganizationsforstrategicaction.Exploringhowleaders,organizationalmembers,andotherstakeholders

reasonandbehaverequiresanunderstandingoftheconstraints(perceivedorreal)thatpeopleactwithin.

EXAMPLES OF PAPERS

HOW MIDDLE MANAGERS CAN CONTRIBUTE IN DEVELOPING

CHANGE CAPACITY IN ORGANIZATIONS

Middlemanagements’abilitytodevelopcapacityforchangeiscrucialinorderto

generatesuccessfulresults.Thispaperillustratesfourdifferentapproachesmiddle

managerstakeastheyimplementstrategicchange.TheMarketProtectorfocusesprimarilyoncurrentcustomers

andcreatescapacityforchangebyemphasizingdailyoperationsandcustomer-focusduringchange.TheFacilitator

executeschangebyemphasizingadaptingtheday-to-daybehaviorofemployeesandbuildscapacitybyensuring

sufficientfocusonandresourcesforthechange.TheRenewerattemptstocontinuouslyrenewanddevelopthe

organizationanddevelopscapacityforchangethroughtheinteractionandunderstandingthatisdevelopedacross

organizationalunitboundaries.Finally,theCo-CreatingConductortakesanevenbroaderviewoftheimplementer

roleandincludescurrentandfuturecustomers,employees,colleaguesandleadersinimplementationactivities.

Capacityisdevelopedbyengaginginactivitiesaimingforlong-termperformanceimprovement.(Rydland,2015)

Aspecialissueof

MAGMAwasdevoted

toChangeCapacity

showcasingthe

FOCUSresearch.

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Espedal, B. (2015).Ismanagerialdiscretiongood

orbadfororganizationaladaptiveness.Leadership,

11,142-157

Nesse, S. (2015).Hvakanvilærefrakriseledelse

omendringsledelse?Planlagtimprovisasjonsom

virkemiddel.Magma,november.

Rydland, M. (2015).Hvilkenrollespiller

mellomlederen?Ogspillerdetnoenrolleforevnen

tilåbyggeendringskapasitet?Magma,november.

Stensaker, I.G., Colman, H.L. & Elter, F.(2015).

Jaktenpåeffektiviseringsgevinster.Global

integreringogstandardisering.Magma,november.

Sverdrup, T. E. & Olsen, T. G. (2015).Hvordan

motivereansattetilendringgjennomdialogog

styrkingavdenpsykologiskekontrakten.Magma,

november.

EFFICIENCY-RELATED CHANGE: GLOBAL

INTEGRATION AND STANDARDIZATION

Intheirsearchforscale-basedefficiencies,firmsare

changingthewaystheyoperateandincreasingly

integratingfunctionsacrossbusinessunitsandnational

borders.Fordecentralizedfirmsthathavebuilttheir

identityandsuccessbasedonautonomousbusinessunits,

thisrepresentsalarge-scaleandpotentiallycontroversial

changeasitchallengesthefundamentalnotion“whowe

are”asanorganization.Forthreeyears,wehavestudied

theimplementationactivitiesoftwonewlyestablished

organizationalunitsinTelenor.Thetwounitswere

chargedwiththetaskofgloballyintegratingsourcingand

sharedservicesfunctions.Weexaminehoworganization

identityinfluencesimplementationactivitiesandfindthat

itisparticularlyimplementationactivitiesthatplayinto

theexistingandestablishednotionof“whoweare”that

contributeinpushingtheorganizationtowardsgradually

becomingmoregloballyintegrated(Stensaker,Colman,

Elter,2015).

MANAGERIAL DISCRETION AND

ORGANIZATIONAL ADAPTIVENESS

Managerialdiscretionisgenerallyseenasaleadership

capacitythataffectsanorganizations’abilitytoadapt

tonewandchangingdemandsandcircumstances.Both

toolittleandtoomuchmanagerialdiscretionmight

bedisadvantageoustoappropriateorganizational

adaptiveness.Basedonfindingsfromapilotstudyoftop

leadersas“changeagents,”Iarguethatitisdifficultfor

topleadersaschangeagentstohavebothdiscretionand

power.Eachisessentialtotheother,buteachcouldalsobe

theenemyoftheother.Duringchange,theleadershadto

balancefourtypesofconflictingdemands:(1)thebasesand

motivationforaction,(2)thefreedomofchoiceandself-

interest,(3)thenecessityandlimitationsoforganizational

rulesandnorms,and(4)socialembeddedness.Findings

suggestthatbalancingautonomyandpowerdepends

uponhowchangeagentsunderstandandhandlevarious

dilemmastheyfaceinleadingchange.(Espedal,2015)

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PLANNED ACTIVITIES AND CORPORATE WORKSHOPS

CORPORATE WORKSHOPS

Spring:June29atNHH

Fall:November23atNHH

RESEARCH RETREATS

Spring:May26inBergen

Fall:November10inBergen

TWO FOCUS SPIN-OFFS LAUNCHED IN 2015

Cross-borderValueCreation2015-2018incollaborationwithDeloitte,DNB,LærdalMedicalandTelenorreceived

overNOK20millfromtheNorwegianResearchCouncil.ProgramDirector:PerHeum,SNF.

StyringiEndring2015-2018incollaborationwithStatoil.ProgramDirector:KatarinaKaarbøe,NHH/SNF

Project Director Per Heum. Here together with Inger. G. Stensaker.

Program Director Katarina Kaarbøe.

Telenor and DNB are both contributing with 1.4 mill. NOK, Deloitte with 1.2 mill. NOK and Laerdal Medical with 300 000 NOK. From the left: HR-Director Ronny Pettersen in Deliotte, Arne Seglem Larsen in Laerdal Medical and Professor at NHH, Inger G. Stensaker.

MonicaRydland

skriver nå blogg i

BTInnsikt.Sjekkut:

innsikt.bt.no/author/

monicarydland/

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FOCUSFuture-OrientedCorporate Solutions

NORWEGIAN SCHOOL OF ECONOMICSHelleveien 305045 Bergen, Norway

Website: www.blogg.nhh.no/focus

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