Browsing by Title
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Lessons from the Entertainment IndustriesLorenzen, Mark; Frederiksen, Lars (København, 2005)[More information][Less information]
Abstract: The paper analyses management of product innovation in project-based industries, offering a view on management not only of firms, but also of markets. It first argues that projects are prominent in industries where the nature of consumer demand means that product innovation takes place as experimentation. Then, the paper argues that if skills needed for projects are very diverse and projects are complex, there are few internal managerial economies of projects, and the scope for management then transcends the boundaries of firms. In these cases, markets become organized in combinations of people, contracts, and other institutions, in order to facilitate the coordination of market-based projects. While contracts play a role, a continuous, active role of knowledgeable managers (leaders and boundary spanners) is also often necessary. Such managers --- and thus (core parts of) whole industries --- are embedded in project ecologies at particular places, which is why we see geographical clusters in many project-based industries. The paper is mainly conceptual, but develops its argument by drawing examples from the Entertainment industries throughout. Keywords: Project organization, product innovation, portfolio management of projects, entertainment industries JEL Classification: L22, O31, L82 URI: http://hdl.handle.net/10398/7264 Files in this item: 1
wp_2005_01_maindoc.pdf (199.2Kb) -
Tackney, Charles T. (Frederiksberg, 2012)[More information][Less information]
Abstract: This is an exploration, using Japanese language primary sources, of management policies and relat-ed industrial sector ecology of the post-World War II machine tools industry. From postwar devas-tation to global leader in worldwide market share by the mid-1980s, remarkably little is know of the factors that contributed to this sucess. Paralleling Max Holland’s 1989 Burgmaster case study method of the U.S. firm’s and industry failure, this study examines the history of Okuma Corpora-tion, an Aichi Prefecture machine tools producer. The role of management leaders and government support for viable firms is shown to provide the necessary industrial ecology for machine tools pro-ducers to recover, innovate, deal with successive oil shocks, and achieve a leadership role in the machine tools sector. Comparative reflections on the parallel decline of the U.S. machine tools in-dustrial sector conclude the paper. URI: http://hdl.handle.net/10398/8614 Files in this item: 1
Tackney_2012_3.pdf (505.2Kb) -
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Abstract: Methodological individualism is the doctrine that economic or social phenomena are ultimately grounded in individual knowing and choice. Recently numerous collective concepts have been introduced into our thinking about the firm - absorptive capacity, communities of practice, dynamic capabilities, social capital, organizational routines, and so on. As far as we can tell these are neither theoretically nor empirically well grounded. In this talk I consider what might be meant by the statement that 'only individuals can know'. I contrast notions of knowing as having and holding data, or a frame of meaning, or a skilled practice. I conclude that all manner of social entities can know in all respects save that of creating the knwledge that is then known. Jel classification: D8, M10, M19 URI: http://hdl.handle.net/10398/7418 Files in this item: 1
cbs forskningsindberetning smg 37.pdf (1.630Mb) -
A knowledge governance perspectiveFoss, Kirsten; Foss, Nicolai J. (København, 2008)[More information][Less information]
Abstract: A critical knowledge governance problem concerns the consequences for the use of the authority if the knowledge that is essential in a work setting is partially unknown to the person who is to exercise authority. Is it possible to rationally direct work and activities and efficiently utilize knowledge under such conditions? Recently, many scholars have given negative answers to this question, arguing that authority relations are becoming strained by the increasingly distributed nature of knowledge in and between firms. We analyze this argument on the basis of definitions of "authority” and "distributed knowledge.” This allows us to show that --- while intuitively appealing --- the argument that authority cannot be an efficient coordination mechanism in the presence of distributed knowledge is at best problematic. The argument is based on the flawed inference that because the holder of authority is ignorant about some of the knowledge held by employees, he cannot rationally direct them. However, it is correct that the quality of centralized direction (planning, authority) may be compromised by distributed knowledge, leading to choices of other governance mechanisms and structures. URI: http://hdl.handle.net/10398/7425 Files in this item: 1
smg wp 2008-01.pdf (447.9Kb) -
Hockerts, Kai (København, 2007)[More information][Less information]
Abstract: This paper draws on interviews with 12 investor relations directors. These were used to elicit the mental models respondents used when explaining their firms’ motivation to engage in Corporate Social Responsibility (CSR). Four dimensions of CSR-induced competitive advantages emerged: risk, efficiency, branding, and new markets. Respondents from firms with lower social performance drew on less differentiated and less balanced cognitive frameworks (focussing on risk and efficiency). Respondents from firms with higher social performance reported not only more links between CSR and competitiveness, their underlying cognitive models were also more balanced across the four dimensions. URI: http://hdl.handle.net/10398/7117 Files in this item: 1
wp cbscsr 2007-3.pdf (302.0Kb) -
A Sociological Approach to Managerial TechnoloyThygesen, Niels Thyge; Tangkjær, Christian (København, 2005)[More information][Less information]
Abstract: The relevance of technologies in management and organizational analysis is well accepted in theory, if not by managers themselves. But the way technologies allow us to observe has not yet been explored. This is because many accounts of technologies neglect, if not the constitutive nature of technologies, then at least their observational potential. In particular, this article argues, technologies work by setting the scene of observation for the manager. In order to handle that challenge, management must be a matter of `managination`, that is, second order observation. Keywords: management, observation, reproduction, steering, technology. URI: http://hdl.handle.net/10398/6354 Files in this item: 1
wp20-2005.pdf (294.0Kb) -
Danish experiences in Eastern GermanyMeyer, Klaus E.; Bjerg Møller, Inger (København, 1998)[More information][Less information]
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Using the force of partner attractionHald, Kim Sundtoft (København, 2005)[More information][Less information]
Abstract: Company performance is increasingly affected by a range of external factors embedded in a complex network of action controlled by other companies’ in its environment. A well managed company, it’s argued, is one that is aware of these external factors, and one who in response seeks to implement tactics maximizing own influence and control over them. Information gathering and model building are tactics normally used in this effort. However, in this article we discuss a third tactic, the tactic of attraction in dyadic relationships. Founded on the theory of social exchange and based on literature reviews on long-term-orientation in relationships and relationship value we develop a conceptual model highlighting the components of attraction in business to business relationships. First we demonstrate how the force of attraction can be understood as partners expected relationship value and how expected relationship value in turn is strengthened or weakened by partner- comfortability and dependability. Then we show how partners perceived attraction towards an industrial company can be managed using a combination of structural- and behavioral adjustments. Key words: Inter-organizational relationships; Relationship Management; Relationship-value; Attraction. URI: http://hdl.handle.net/10398/6293 Files in this item: 1
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Frandsen, Thomas (Frederiksberg, 2012)[More information][Less information]
Abstract: The world is increasingly turbulent with shorter and shorter technological life cycles and more and more frequent changes in customer demand. This situation implies that flexibility and agility are crucial for producers of products and services. Much effort has been directed toward understanding innovation and the ways in which management can increase the value of innovation efforts. As a consequence, suggestions emphasizing different aspects of innovation and creativity have been put forward. However, the value of architectural knowledge for innovation is increasingly recognized as crucial with modular architectures proposed as one way of increasing the rate of innovation by introducing flexibility and agility without sacrificing efficiency. Modularity is a way to design a system with the intent of reducing its complexity by decomposing the system and reducing interdependencies between the subsystems of the system through standardized interfaces. Systems designed in this way allow for greater flexibility through recombination; however, they retain efficiency by means of standardization and scale economies from the reuse of components. For this reason modular architectures present an interesting solution to the dilemma of whether to invest in innovation or in efficiency. The topic has received much attention in the face of demands from customers for increasingly heterogeneous products and services. However, an important aspect to keep in mind is that, while decomposition is a powerful way of reducing complexity, most real systems remain only nearly decomposable (Simon, 1962) or loosely coupled rather than uncoupled (Orton & Weick, 1990).... URI: http://hdl.handle.net/10398/8420 Files in this item: 1
Thomas_Frandsen.pdf (6.869Mb) -
a refection of corporate strategyJørgensen, Heidi; Vintergaard, Christian (København, 2004)[More information][Less information]
Abstract: Logically it seems that companies pursuing different business strategies would also manage their relationships with other firms accordingly. Nevertheless, due to the lack of research in the field of network strategies, this link still remains inadequately examined. Based on the well-known framework of organisational behaviour developed by Miles and Snow (1978), this paper argues that the patterns of network behaviour practiced by firms greatly depend on the business typology of the company. That is, a company’s business typology will to a certain degree dictate the network identity of the company. In this paper evidence is provided, that the relation between a company’s strategy, structure and processes in fact have a considerable influence on its pattern of network behaviour. Three case studies from the Danish biotech industry exemplify and illustrate how a company’s strategy is directly correlated with how it manages its strategic network relations, which consequently affects its network identity (Eisenhardt 1999). It is argued in this paper that the level of relational embeddedness, incentives for establishing strategic relations and the relation between the number of non-redundant and redundant relations are the most dominant elements distinguishing the types of network behaviour in relation to the business typology. The paper thus strives to argue how different business typologies develop a network identity on the basis of their network behaviour. Due to the correlation between a company’s strategy, structure and processes and its pattern of network behaviour, knowing how to manage this relation becomes essential, especially during the development of new strategies. URI: http://hdl.handle.net/10398/6368 Files in this item: 1
wp 2 2004.pdf (265.2Kb) -
A Route to a New Negotiating Order in High Performance Work Organizations?Hull Kristensen, Peer (Frederiksberg, 2010)[More information][Less information]
Abstract: Contrary to a widely held view, rather than seeing the certification of Occupational Health and Safety (OHS) as a barrier to increasing employee participation, this article views new ways of structuring participation as a necessary step towards making improvements in OHS management systems. The article first considers how work organization has changed and then in a similar way traces how bargaining has shifted from being distributive to become integrative to create a fundamental change in the negotiation regime. Finally, by analysing an OHS-certified firm in greater depth, the article shows how solutions for improvements in OHS management and notable bottom-up formulations of OHS benchmarks may help us discover how the organizational form of firms in which high-performance work organization can be developed through new participative structures. URI: http://hdl.handle.net/10398/8204 Files in this item: 1
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The Case of Mobile Service ProvidersEngel Nielsen, Lars; Mahnke, Volker (København, 2003)[More information][Less information]
Abstract: Many companies in high technology fields engage with alliance partners to reduce risks, create synergies and learn. While the challenges of managing individual alliances are well documented, little is known on how to manage several R&D alliances simultaneously. Multiple alliance strategies can be observed in several companies engaged in the cross section of telecommunication and mobile technology where increased complexity magnifies managerial challenges. Drawing on modern portfolio theory, this paper offers a model for managing portfolios of R&D alliances. In particular, an analysis of a technology platform leader reveals how companies can reduce several types of risks associated with new technology and gain synergies by engaging in several alliances simultaneously. URI: http://hdl.handle.net/10398/6493 Files in this item: 1
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The case of Mobile CommerceMahnke, Volker; Overby, Mikkel Lucas (København, 2004)[More information][Less information]
Abstract: Many companies in the cross section of telecommunication and mobile technology engage in R&D collaborations to manage uncertainty, create synergies and learn. While the challenges of managing individual collaborations are well documented, little is known on how to systematically manage several R&D collaborations simultaneously. We use modern portfolio theory as an analogy to show how companies active in mobile telecommunication manage risks and create synergies by simultaneously engaging in several inter-firm collaborations. Keywords: Portfolio theory, risk, synergy, R&D collaboration, mobile commerce URI: http://hdl.handle.net/10398/6502 Files in this item: 1
16-2004.pdf (341.8Kb) -
An empirical analysis of science-industry collaboration in a pharmaceutical companyVedel, Jane Bjørn (Frederiksberg, 2014)[More information][Less information]
Abstract: In recent years, the concept of ‘strategic research’ has played a prominent role in Danish public research policy. This thesis investigates how strategic research develops in a pharmaceutical company. Politicians and policy makers have tended to see science-industry collaboration as the main strategic tool for stimulating national growth and job creation. They have also anticipated that companies and politicians in the future will have an increasingly important role in specifying societal and industrial problems that can be solved through science-industry collaborations. Hence, strategic research is today closely associated with what is termed ‘demand-driven innovation’. Science-industry collaboration has also attracted interest in industry, for instance, in pharmaceutical companies. However, here we find quite different ideas about strategic research and science-industry collaboration. Rather than representing a tool for providing short-term solutions, pharmaceutical companies have seen science-industry collaboration as a device for building long-term platforms of innovation. Arising from a curiosity concerning the differences between policy and corporate practices of strategic research, this thesis asks the following questions: What characterizes strategic research in a private company? Through which practices does strategic research (and science-industry collaboration) develop? What characterizes the management of strategic research? URI: http://hdl.handle.net/10398/8881 Files in this item: 1
Jane_Bjørn_Vedel.pdf (3.619Mb) -
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a research AgendaMichailova, Snejina; Husted, Kenneth (København, 2002)[More information][Less information]
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A theoretical perspectivePetersen, Bent; Welch, Lawrence S.; Benito, Gabriel R.G. (København, 2008)[More information][Less information]
Abstract: Internalisation theory informs us about why and when multinational enterprises (MNEs) internalise foreign operations, but has less to say about how the internalisation should be prepared and exercised when foreign market operations initially are carried out by local, outside agents. Drawing on insights from managerially-oriented literature, this paper explores the role of management in situations where the market transaction costs of using outside agents are negligible at market entry, but grow over time. A key question pertaining to this situation is: what management instruments may ensure persistent concurrence between changing pressure for internalisation in a foreign market and the effectuated internalisation of an MNE in that market? Management instruments and strategies that potentially support ‘staged internalisation’ include appropriation of the local outside agent’s financial assets (including equity) as well as non-financial assets in relation to user rights, customer relations, and value added activities. URI: http://hdl.handle.net/10398/7454 Files in this item: 1
smg wp 2008-07.pdf (436.9Kb) -
Henningsson, Stefan; Yetton, Philip (, 2011)[More information][Less information]
Abstract: Acquisitions are standard components of the growth strategies of many organizations. Frequently, acquisitions raise important questions concerning how and to what extent the acquisition’s information technology (IT) needs to be integrated into the IT of the acquirer. We investigate how the initial conditions of business and IT alignment in the acquirer and the acquisition affect the complexity of the post-acquisition IT integration process, in acquisitions of business units by multi-business organizations. Adopting an IT alignment model for multi-business organizations, we explain the complexity of IT integration paths in two acquisitions made by the industry group Trelleborg AB. We identify four initial business and IT strategic alignment conditions where the IT integration process is a simple one-step process exploiting existing business and IT capabilities. Low compliance with these conditions leads to increased complexity because additional business and/or IT capabilities have to be developed to leverage the full potential of the acquisition. URI: http://hdl.handle.net/10398/8628 Files in this item: 1
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Ernø-Kjølhede, Erik; Husted, Kenneth; Mønsted, Mette; Wenneberg, Søren Barlebo (København, 2000)[More information][Less information]
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Pedersen, Ove K.; Kjær, Peter; Åkerstrøm Andersen, Niels (København, 2001)[More information][Less information]