Browsing Department of Strategic Management and Globalization (SMG) by Title
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Abstract: Much had happened since the CEO of Vestas Wind Systems A/S, Ditlev Engel, broadcast the company’s new corporate strategy – The Will to Win 2005-2008 – from headquarters in Randers, Denmark to all Vestas employees worldwide in 2005. Vestas, the market-leading producer of high-tech wind turbines, had since a merger the year before with a Danish turbine producer experienced financial difficulties, and management was therefore replaced with fresh leadership that could bring the Danish company to new heights. With the new management came a radical reorganization and the announcement of several new strategic initiatives. As Engel stated, “These initiatives are aimed at increasing effectiveness in all areas of Vestas’s business. We will professionalize our dialogue with the customers, we will improve the quality of our products and we will be much more effective in all that we do.” 1 The charismatic CEO also argued that “by the implementation of The Will to Win, we create a new global Vestas. This work will, no doubt, be exciting and very hard. At the same time, it will require the will to change in all of us and I am confident that we at Vestas can meet this challenge.” URI: http://hdl.handle.net/10398/7825 Files in this item: 1
SMG WP 2009-05.pdf (401.3Kb) -
Ørberg Jensen, Peter D.; Pedersen, Torben (København, 2007)[More information][Less information]
Abstract: In this article, we explore the idea that offshoring of services and technical work should be regarded as a dynamic process that evolves over time. Firms gradually move from offshoring of simple, standardized activities towards offshoring of advanced activities when they accumulate experience with offshoring, and this type of offshoring comes with an entirely different set of characteristics compared to traditional, cost-seeking offshoring. Based on a unique survey among the total population of firms in the eastern region of Denmark, we analyze some of the dynamics of this process through a model that incorporates two different aspects of the process of offshoring. First, we approach the question of whether to offshore and establish a baseline that investigates the determinants of firms’ participation—or lack thereof—in offshoring. Secondly, we approach the question of what to offshore and the subsequent process of offshoring, as we analyze the determinants of the offshoring of advanced, highend technical, and service activities. The findings are consistent with the notion of offshoring as a dynamic process as they show how some (cost-related) determinants play a role when firms first engage in offshoring, while rather different determinants matter for the subsequent process of offshoring of advanced activities. Although the model portrays a simplified expression of the offshoring process with two stages, the findings underpin our view that a process perspective on offshoring is a useful analytical framework. Keywords: Offshoring dynamics, and service offshoring URI: http://hdl.handle.net/10398/7419 Files in this item: 1
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Nielsen, Sabina; Nielsen, Bo Bernhard (København, 2008)[More information][Less information]
Abstract: In Europe, in particular, the number of foreigners appointed to top management teams has increased significantly over the past decade. However, the question of why some firms elect to employ foreign nationals on their top management teams remains unclear. This study utilizes a multi-level methodology to test the degree to which employment of a foreigner on the top management team is driven by individual level human capital characteristics versus firm level strategic considerations. Results from empirical tests on a sample of Swiss publicly listed companies suggest that degree of international diversification is positively associated with the likelihood of having a foreign executive, whereas human capital characteristics do not explain the propensity to employ a foreigner on the top management team. Further analyses indicate that nationality diversity at the board level, as well as the international experience of the top management team, are possible predictors of the probability of having a foreigner on the top management team. URI: http://hdl.handle.net/10398/7469 Files in this item: 1
smg wp 2008-21.pdf (294.6Kb)
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