Browsing Departments by Author "Kjærgaard, Annemette"
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A Longitudinal Study of Corporate and Organisational Identity DynamicsKjærgaard, Annemette; Morsing, Mette (København, 2005)[More information][Less information]
Abstract: Research on identity has raised attention to the importance for managers to align corporate and organisational identity, and to express those identity features that are central, distinct and enduring to strengthen corporate image and reputation among a variety of stakeholders. Drawing from an extensive data collection from two longitudinal studies in the same organisation, Oticon A/S, this study challenges the advantage of an enduring corporate identity by exploring how the dynamics between an organisation’s corporate identity and its organisational identity unfolded over time. Following a grounded theoretical approach, a process model is developed to show how the strong corporate identity fluctuated from being productive for the alignment of organisational identity and member identification to being counterproductive during a period of ten years. The paper discusses the implications of endurance of a strong corporate identity, and contrary to prior research we suggest that a strong corporate identity may result in member disidentification. We also suggest that a strong enduring corporate identity may impede organisational development, because top management will disappoint external and internal audiences if a corporate identity change is suggested. The paper concludes by encouraging more longitudinal research to advance knowledge about the complex dynamics of interplay between corporate and organisational identity. URI: http://hdl.handle.net/10398/6451 Files in this item: 1
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a study of how organisational identity influences the strategy-making processKjærgaard, Annemette (København, 2004)[More information][Less information]
Abstract: Organisations have to deal with increasingly complex and turbulent environments, which demand that they continuously change and adapt to new circumstances or challenges. One way for organisations to cope with these challenges is to manage the strategy-making process in order to ensure that a continuous stream of new ideas and initiatives create new opportunities and ensure that the company stays viable by adapting to new internal and external challenges. This has been pursued in studies of strategy formation (Mintzberg, 1978), strategic change (Pettigrew, 1988) and internal corporate venturing (Burgelman, 1983b, 2002) and is still a central issue in the strategic management discourse. It is generally acknowledged that continuous change is important for organisations’ survival in a changing world. On the other hand the need for stability and continuity in form of a clear and strong corporate identity is also acknowledged to be critical for organisational success (Collins & Porras, 1994). Where the organisational identity works to ensure consistency in the company’s strategic action, the strategy making process works to renew the current concept of strategy (Burgelman, 1983b). Organisations thus face a dilemma when they engage in strategy-making to reconcile the perpetual tension between continuity and change (Burgelman, 2002). This challenge is far from new and has been discussed as e.g. the balance between exploration and exploitation (March, 1991). This article attempts to answer the question of how organisational actors’ perception of organisational identity influences the strategy-making process during organisational change. The study adopts an evolutionary approach to the unfolding of the strategy-making process, using the variation-selection-retention framework of cultural evolutionary theory (Aldrich, 1999; Campbell, 1969; Weick, 1979), which has been applied to the strategy-making process by Burgelman in several of his works (Burgelman, 1983a, 1983b, 1991, 2002, 2003). URI: http://hdl.handle.net/10398/6497 Files in this item: 1
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Kjærgaard, Annemette (Frederiksberg, 2012)[More information][Less information]
Abstract: Vi afholdt i efterårssemestret 2012 en fastholdelsesworkshop for de nye studerende på HA(it) med økonomisk støtte fra uddannelsesdekanen. I denne rapport vil vi kort gøre rede for forløbet samt de umiddelbare reaktioner fra de studerende som deltog. Det er først muligt at sammenligne tal for frafald med tidligere årgange til sommer 2013, når de studerende aktivt skal semestertilmelde sig, så denne rapport har ingen resultater ift fastholdelsesmålet. URI: http://hdl.handle.net/10398/8652 Files in this item: 1
Kjaergaard.pdf (1.317Mb) -
A new point of view in the IS reference discipline discussionKjærgaard, Annemette; Vendelø, Morten Thanning (København, 2007)[More information][Less information]
Abstract: Information Systems scholars continuously debate about the nature of the IS discipline. Recently a series of articles have discussed whether the IS field has reached the status of a reference discipline. We address this issue by examining the application of the theory of sensemaking in IS research. Our findings show that the prospects for IS as a reference discipline are not promising. Based on these findings we suggest that IS scholars hallucinate when they a) assume that to become a 'real' academic discipline, IS has to become a reference discipline, and b) believe that IS will become a reference discipline in time. Hence, we describe the IS reference discipline discussion as a misconception, which should be abandoned in the pursuit of a stronger IS discipline. Academic legitimacy, information systems research, reference disciplines, theory application, theory of sensemaking URI: http://hdl.handle.net/10398/6452 Files in this item: 1
04_2007.pdf (576.2Kb) -
Understanding ERP Usage as Complex Responsive Processes of Conversations in the Daily Practices of a Special Operations ForceChristiansen, Ulrik; Kjærgaard, Annemette; Hartmann, Rasmus Koss (Frederiksberg, 2011)[More information][Less information]
Abstract: Organizations are met with increasing demands for being in strategic control. According to conventional managerial wisdom, clearly defined tasks, uniform processes, thorough documentation and strategic oversight are all perceived as part and parcel of making large and unwieldy organizations manageable, transparent and efficient (Johnson, Scholes, & Whittington, 2008; Kaplan & Norton, 2008). To live up to these demands, numerous efforts have been undertaken, including the design and implementation of management information systems. These systems, as epitomized in Enterprise Resource Planning (ERP) systems, seek to bring the organization under strategic control by creating a unified infrastructure for collecting and analyzing data from virtually all fields of organizational operations to enable planning and monitoring of activities (Kallinikos, 2006). Expectations of these systems at all levels of the organization are high as they are expected to create organizational transparency and oversight for decision making (Hanseth, Ciborra, & Braa, 2001). In this paper, we explore how ERP systems are used and impact local practice in a specialized unit within The Danish Defense. Specifically, we ask what role SAP R/31 plays in enabling and constraining everyday local practice and the handling of complexity and uncertainty at the organizational front‐line. We draw on a case study conducted in a special operations force unit within the Danish Defense, “The Frogman Corps”. The case illuminates the difficulties of using ERP systems for management control in organizations experiencing complex operational conditions, including tension between centralized control and uniformity on the one hand and unpredictability and need for decentralized decision making on the other hand. URI: http://hdl.handle.net/10398/8364 Files in this item: 1
Ulrik_Christensen_SJM working paper.pdf (273.6Kb)
Now showing items 1-5 of 5