Conference papers (SMG)
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Juul Andersen, Torben; Fredens, Kjeld (Frederiksberg, 2011)[More information][Less information]
Abstract: Corporate entrepreneurship is deemed essential to uncover opportunities that shape the future strategic path and adapt the firm to environmental change (e.g., Covin and Miles, 1999; Wolcott and Lippitz, 2007). At the same time, rational central processes are important to execute strategic actions in a coordinated manner (e.g., Baum and Wally, 2003; Brews and Hunt, 1999; Goll and Rasheed, 1997). That is, the organization’s adaptive responses and dynamic capabilities are embedded in integrative structures that accommodate dispersed business initiatives. The dual concerns for integration and entrepreneurial behavior are reflected in the conjoint need for effective routines and exploratory search in adaptive systems (e.g., Pfeifer and Bongard, 2007; Sutton and Barto, 1998). It has also been expressed as a need to balance exploitation and exploration (March, 2001) and configure ambidextrous organizational forms (e.g., O’Reilly and Tushman, 2008; Tushman and O’Reilly, 2004). In strategy research, optimization and rejuvenation perspectives have variously been described as intended and emergent strategies (Mintzberg, 1978; Mintzberg and Waters, 1985), top‐down and bottom‐up strategies (Nonaka, 1987), induced and autonomous strategy processes (Burgelman, 2005; Burgelman and Grove, 1996, 2007), central planning and decentralized initiatives (Andersen, 2000, 2004, Andersen and Nielsen, 2009). Burgelman and Grove (2007) outline such a combined strategy process and observe how central direction and dispersed exploration can change over time influenced by strategic leadership. URI: http://hdl.handle.net/10398/8552 Files in this item: 1
Andersen_Fredens_SMG.pdf (286.1Kb) -
Juul Andersen, Torben (Frederiksberg, 2011)[More information][Less information]
Abstract: How was CSR effectuated by Scandinavian management; does CSR make a difference/corporate relationship management drove CSR, as corporations grow and internationalize the need for CSR increases, there has been a shift towards in CSR requirements over the past decade/CSR can extend the scope of corporate risk management, corporate relationship management is good risk management, CSR can pay off in the long run. URI: http://hdl.handle.net/10398/8551 Files in this item: 1
Torben_Juul_Andersen_SMG.pdf (174.4Kb) -
A strategic management analysisØrberg Jensen, Peter D.; Petersen, Bent (Frederiksberg, 2011)[More information][Less information]
Abstract: In this exploratory study we take a strategic management approach to global sourcing of advanced services. We discuss in which ways conventional sourcing differs from strategic sourcing and what impels firms to aim for the latter (or, prevent them from doing so). Potentially, strategic global sourcing of services has high returns, but is also associated with high risks and needs for organizational changes. Strategic global sourcing may therefore be outside firms’ “comfort zone” – a composite of organizational knowledge transferability, structural inertia, managers’ risk preferences, and – most interesting in a strategic management perspective ‐ their ability to mitigate risks of strategic global sourcing. One important risk reducing measure is internalization of (out)sourced service activities. Many firms instigate global sourcing via conventional offshore outsourcing. However, as the human asset specificity of the outsourcing operation increases, firms are pulled out of their comfort zones and a desire for internalization arises. An illustrative company case gives suggestions as to how, in practice, internalization may be accomplished without losing valuable human assets held by the local service providers. URI: http://hdl.handle.net/10398/8494 Files in this item: 1
oerberg_jensen_petersen_2011.pdf (357.2Kb) -
A strategic management analysis on activity levelØrberg Jensen, Peter D.; Petersen, Bent (Frederiksberg, 2011)[More information][Less information]
Abstract: In this exploratory study we take a strategic management approach to global sourcing of advanced services. We discuss in which ways conventional sourcing differs from strategic sourcing and what impels firms to aim for the latter (or, prevent them from doing so). Potentially, strategic global sourcing of services has high returns, but is also associated with high risks and needs for organizational changes. Strategic global sourcing may therefore be outside firms’ “comfort zone” – a composite of organizational knowledge transferability, structural inertia, managers’ risk preferences, and – most interesting in a strategic management perspective ‐ their ability to mitigate risks of strategic global sourcing. One important risk reducing measure is internalization of (out)sourced service activities. Many firms instigate global sourcing via conventional offshore outsourcing. However, as the human asset specificity of the outsourcing operation increases, firms are pulled out of their comfort zones and a desire for internalization arises. An illustrative company case gives suggestions as to how, in practice, internalization may be accomplished without losing valuable human assets held by the local service providers. URI: http://hdl.handle.net/10398/8487 Files in this item: 1
oerberg_jensen_petersen_2011_2.pdf (352.2Kb)
