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Abstract: Although recent economics contributions represent important strides forward in the understanding of leadership behavior, the cognitive and symbolic dimensions of the phenomenon have attracted virtually no interests from economists and game theorists. I argue that an understanding of these dimensions may be founded on coordination games, particularly to the extent that these illustrate interactive belief formation. In this context, leadership is defined as the taking of actions that coordinate the complementary actions of many people through the creation of belief conditions that (at least) substitute for common knowledge, and where these actions characteristically consists of some act of communication directed at those being led. The concept of common knowledge (or, its approximation by means of notions of common belief) is argued to be particularly important to understanding leadership. Thus, leaders may establish common knowledge conditions, and assist the coordination of strategies in this way, or make decisions in situations where coordination problems persist in spite of common knowledge. URI: http://hdl.handle.net/10398/6877 Files in this item: 1
linkwp10.pdf (267.3Kb) -
Entrepreneurial leadership?Hansson, Finn; Mønsted, Mette (København, 2006)[More information][Less information]
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Entrepreneurial leadership?Hansson, Finn; Mønsted, Mette (København, 2006)[More information][Less information]
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Jeppesen, Lars Bo; Laursen, Keld (Frederiksberg, 2007)[More information][Less information]
Abstract: This paper introduces a model of knowledge sharing of lead users located in a public and unrestricted community of users. While existing literature on knowledge sharing focuses on allocation and collaboration processes inside or among companies we extend this to the community level. We then focus on how key agents — lead users — facilitate knowledge sharing in this setting and the features that moderate such sharing. Our results show that lead users are central to search and integration of knowledge from different external sources of relevance to their communities. Inside the community lead users are active in both “giving and taking” knowledge. Further, as users build up experience they tend to give more knowledge, thus suggesting a dynamic pattern of knowledge sharing in which increases in experience make way for important knowledge diffusion processes in the community. URI: http://hdl.handle.net/10398/7870 Files in this item: 1
DRUID_07_24.pdf (311.8Kb) -
Are Entrant Firms Exposed to a 'Shock Effect'?Pedersen, Torben; Petersen, Bent (København, 2003)[More information][Less information]
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implication of growing cross-border interdependenceNarula, Rajneesh (København, 2002)[More information][Less information]
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knowledge-based and property rights perspectivesFoss, Kirsten; Foss, Nicolai Juul (København, 2000)[More information][Less information]
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The Role of Institutions and Policy in Sustaining CompetitivenessMaskell, Peter (Frederiksberg, 1996)[More information][Less information]
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From Cost Reduction to Knowledge SeekingMaskell, Peter; Pedersen, Torben; Petersen, Bent; Dick-Nielsen, Jens (Frederiksberg, 2005)[More information][Less information]
Abstract: A corporation’s offshore outsourcing may be seen as the result of a discrete, strategic decision taken in response to an increasing pressure from worldwide competition. However, empirical evidence of a representative cross-sector sample of international Danish firms indicates that offshore sourcing in low-cost countries is best described as a learning-by-doing process in which the offshore outsourcing of a corporation goes through a sequence of stages towards sourcing for innovation. Initially, a corporation’s outsourcing is driven by a desire for cost minimization. Over a period of time the outsourcing experience lessens the cognitive limitations of decision-makers as to the advantages that can be achieved through outsourcing in low-cost countries: the insourcer/vendor may not only offer cost advantages, but also quality improvement and innovation. The quality improvements that offshore outsourcing may bring about evoke a realization in the corporation that even innovative processes can be outsourced. URI: http://hdl.handle.net/10398/7885 Files in this item: 1
DRUID_05_17.pdf (115.1Kb) -
Barnes, Justin; Lorentzen, Jochen (København, 2003)[More information][Less information]
Abstract: This paper addresses the innovation activities of automotive component manufacturers in South Africa. It looks at the technological trajectory of a handful of firms that stand out from the crowd and analyses the results of their endeavours in the context of their interaction with foreign capital, their internal upgrading and R&D agenda, and their interface with South Africa’s national innovation system (NIS). The analysis makes use of eight case studies, and illustrates the conditions under which indigenous innovation in the automotive industries can happen in a developing country. This finding contradicts at least part of the conventional wisdom concerning the location of innovation activities in global car value chains. Results also point to a deficient NIS insofar as there appears to be a disjuncture between the demand for engineering competence in the manufacturing sector on the one hand and output from the tertiary education sector on the other. Open questions that need further attention include among others the overall functioning of the NIS, and changes over time in the perception of local innovation potential by car assemblers. Keywords: automotive industry, developing countries, technology transfer, technology accumulation, innovation. JEL Classification: L62, O31, O32. URI: http://hdl.handle.net/10398/6546 Files in this item: 1
lorentzen_text_nov2003.pdf (547.2Kb) -
An understanding anchored in pragmatismBang Mathiasen, John (Frederiksberg, 2012)[More information][Less information]
Abstract: The subject matter chosen for this PhD, learning within a Product Development (PD) working practice, might give rise to wonder given that I have a theoretical education within supply chain management, achieved practical experience as senior supply chain manager and finally, conducted a great many lectures dealing with supply chain management. Offhand, it may seem an odd choice, but my practical experience, briefly illustrated in the below, triggered the decision to study learning within a PD working practice. PD implies design of components and clarifications of the assembly process. A side effect of these activities is a routing, which establishes the supply chain; that is, the total journey, which all components must undertake before the product is saleable. Hence, seen from the perspective of the operation, the supply chain to be managed throughout the life cycle of the product is created during the PD phase. Changing a supply chain later on is possible, but it requires a significant effort. When managing a supply chain area, in which a large part of the products had a life cycle of more than 10 years, I realised the critical importance of influencing the PD process. Thus, employees from the supply chain department were often engaged in intense exchanges of views with the PD engineers and substantial resources were devoted to improving the awareness of supply chain considerations during the PD process. Nevertheless, in my firm conviction, these efforts only managed to exert minor influence and consequently, the established supply chains were difficult to handle. Ever since then, I have wondered why we were unsuccessful in influencing the supply chain of a new product. The involved supply chain engineers had a highly theoretical background as well as practical experience, but it was not possible to initiate learning among the PD engineers as regards the establishment of a more suitable supply chain. URI: http://hdl.handle.net/10398/8509 Files in this item: 1
John-Bang_Mathiasen.pdf (1.812Mb) -
Raffnsøe, Sverre (København, 2008)[More information][Less information]
Abstract: On dit souvent que Foucault a renoncé à toute philosophie de l’histoire ce qu'on peut bien admettre en constatant l'impatience de Foucault de mettre de la distance avec l’histoire universelle qui explique l'histoire en la rapportant à quelque chose qui oblige universellement et qui est en train de se faire valoir à l'époque. Dans ses Vorlesungen über die Philosophie der Geschichte Hegel se réconciliait avec les antithèses de L’histoire du monde en les voyant comme l'expression d'une raison qui se faisait conscience d'elle-même à l'époque et qui cherchait à se manifester aux différents niveaux. Dans sa Zur Genealogie der Moral Nietzsche pensait se trouver en pleine réouverture d'une guerre universelle indissoluble entre "Rome" et "Judée", entre une culture aristocratique qui donnait libre cours à nos épanouissements et une culture de ressentiment qui cherchait à réprimer nos activités plus que de besoin. Dans Die Idee der Naturgeschichte Adorno essayait de faire éclater le continuum historique et ses truismes en montrant comment une nature en elle-même indéfinisable est toujours présent concrètement dans l'histoire et dans la culture sans y être réductible. Au contraire Foucault renonce à ordonner l'histoire en la mettrant à distance dans une retrospection totalisante qui se réfère à une raison synthétisante, à une conflictualité générale ou à une transcendance née de l'histoire mais oubliée URI: http://hdl.handle.net/10398/6400 Files in this item: 1
wp1-2008.pdf (344.0Kb) -
Hartmann, Stig (København, 1997)[More information][Less information]
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Abstract: artikel falder i tre afsnit. Første afsnit arbejder på at vise hvordan den nuværende ledelsespraksis nødvendigvis må bevæge sig mellem to helt fundamentale orienteringer som giver ’ledelse’, lederen og den ledede en grundlæggende mening med sin tilblivelse. Dette afsnit slutter i håbet om at der må være en overensstemmelse mellem den retoriske logos, etos og patos for at undgå at blive forført af et usædvanligt raffineret kunstværk som kan betegnes som et liv der lykkes. Andet afsnit udvikler på baggrund af en historisk læsning af værdibegrebets indholdsmæssige forskydning et begreb om eksistentielle værdier, som på den ene side udtrykker menneskets grundlæggende livsvilkår og på den anden side signalerer de tavse værdier der sikrer virksomhedens bæredygtighed. Artiklen afslutter med et afsnit omkring den praktiske integration af etiske fortællinger baseret i en forudsætning om at forståelse og ånd kan være de bærende komponenter i det organisatoriske fællesskab. Herved gives et bud på, hvordan etikken bør realiseres i organisationen gennem den autonome fortælling, der har sans for det gode liv. URI: http://hdl.handle.net/10398/6387 Files in this item: 1
wp7-2003kg.pdf (314.5Kb) -
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En problemformuleringHøjbjerg, Erik (København, 2004)[More information][Less information]
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Rundt om begrebets meta-teoretiske karakteristikaØrts Hansen, Carsten (København, 2007)[More information][Less information]
Abstract: Det er relativt let at konstatere, at ledelsesteknologier indtager en stadig større rolle i virksomheder og organisationer. De gode historier om ledelsesteknologi kommer i en lind strøm fra forskningsinstitutioner, konsulenter samt virksomheder og organisationer, der med succes anvender en ledelsesteknologi. Balanced Scorecard, Videnregnskaber, Capability Maturity Model, Activity Based Costning, Benchmarking m. fl. er således velkendte og udbredte ledelsesteknologier i såvel offentlige som private organisationer. På trods heraf, er forståelse af hvad der er teknologi ofte en diffus størrelse, ikke mindst fordi tilgangene til, hvad der menes med teknologi, er meget forskellige. Med andre ord kræver spørgsmålet om, hvad der egentlig forstås ved en ledelsesteknologi, en nærmere analyse, og i denne artikel introduceres forskellige måder at betragte en ledelsesteknologi på, og det tydeliggøres, hvilke meta-teoretiske antagelser der kan anlægges og diskuteres ud når vi tager om ledelsesteknolgier. URI: http://hdl.handle.net/10398/6764 Files in this item: 1
104-2007.pdf (172.6Kb) -
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Abstract: Denne artikel handler om internationalisering af ledelsesteknologier/viden gennem casestudier. Med klare budskaber og empirske beviser, udgør casestudier ofte nutidens sande og autoriserede viden om, hvordan virksomhedsledere skal opfatte verden og hvad de skal indrette deres handlinger efter. Arbejdet med at skabe casestudier kan sammenlignes med at putte skibe i flasker; vores autoriserede og sande ledelsesviden er som skibene, fordi, når først vores viden er inde i flasken som en vedtaget sandhed ser det ud som om den altid har været der og altid vil blive der. Imidlertid er arbejdet med at skabe casestudier et minutiøst og fantasifuldt arbejde, der får arbejdet med at bygge skibe i flasker til at blegne. Det skyldes ikke mindst at arbejdet ikke sker på et hyggeligt bord med lup og pincet som man måske kender det fra scenen med Poul Reichardt i ”Olsenbanden”, men derimod udfolder sig i en kompleks videnskabelig arena med forskere, tekster og praktikere. I artiklen bliver casen SoftCorp betragtet som et laboratorium, hvilket længe har været et feltråb blandt forskere, når talen falder på refleksion omkring videns skabelse (Hacking 1992, Latour 1983, Latour & Woolgar 1979). Interessen kan også siges netop at baseres på den kendsgerning, at laboratoriet i sig selv er en central notation i vores forståelse af objektiv/sand viden og af forskningen og dens udvikling. I denne artikel er argumentet således at casestudiet er center for selv samme mekanismer og processer som laboratoriet, der skaber sand og objektiv viden og det netop er dette element der gør casestudiet til en vigtig aktør i internationaliseringen af (erhvervs-)forskningens videns skabelse. På baggrund af artiklen kan læseren derfor forvente at lære to ting: forvent at lære noget af forskere og ledelsespraktikere og forvent at lære meget om forskere og ledelsespraktikere. URI: http://hdl.handle.net/10398/6767 Files in this item: 1
105-2007.pdf (329.7Kb) -
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brudstykker af 27 lederes livRy Nielsen, Jens Carl; Ry, Morten (København, 2007)[More information][Less information]
Abstract: Denne artikel er et uddrag af endnu ikke publiceret bog om lederes hverdagsliv. Bogen bygger i meget høj grad på interviews. Vi har således interviewet 27 ledere to gange i perioden maj 2005 oktober 2006. URI: http://hdl.handle.net/10398/6684 Files in this item: 1
ledere i aktion og udvikling.pdf (189.6Kb)