Conference papers (SMG) Titler
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Juul Andersen, Torben (Frederiksberg, 2011)[Flere oplysninger][Færre oplysninger]
Resume: 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 Filer i denne post: 1
Torben_Juul_Andersen_SMG.pdf (174.4Kb) -
Procedural Justice Constrains Harmful and Benefical Headquarters InterventionAsmussen, Christian Geisler; Foss, Nicolai J.; Nell, Phillip C. (Frederiksberg, 2013)[Flere oplysninger][Færre oplysninger]
Resume: Multi-business firms should design the task portfolio of their headquarters (HQ) and the way HQ tasks are carried out so that net value creation results. While the strategic management literature has emphasized such parenting benefits, less attention has been paid to the costs that may inadvertently be caused by HQ actions. Using a simple game theory model, we analyze the motivational costs that may result from HQ intervention in subunits. Along the lines of the procedural justice literature, we identify the conditions under which these costs may be influenced by the existence of fairness expectations among subunit managers. Our analysis of the dynamic game between HQ and subunits has novel and non-intuitive results. For example, we find that good parenting may involve forgoing opportunities for value-creation, and that procedural justice systems may sometimes be counterproductive. Our findings contribute to both the HQ and the procedural justice literatures. URI: http://hdl.handle.net/10398/8800 Filer i denne post: 1
Asmussen.pdf (470.1Kb) -
Østergaard Hansen, Anders; Juul Andersen, Torben (Frederiksberg, 2013)[Flere oplysninger][Færre oplysninger]
Resume: The economic turmoil over the past decade has accentuated the focus on corporate risk management and organizational adaptability under turbulent market conditions. However, there is little empirical evidence assessing whether promoted risk approaches are in fact associated with favourable corporate risk outcomes. Here we introduce the concept of dynamic capabilities as firm-specific adaptation under environmental turbulence that avoids extreme loss situations and provides stable business development. We test the relationship between effective dynamic capabilities and corporate risk outcomes in two large samples over two 10-year periods (1991-2000 and 2001-2010) representing distinctly different macro-economic conditions. The analysis uncovers significant positive risk outcomes effects in both periods, which suggests that dynamic capabilities may serve as a conceptual foundation to better understand effective risk management practices. URI: http://hdl.handle.net/10398/8785 Filer i denne post: 1
oestergaard hansen juul andersen.pdf (387.5Kb) -
A strategic management analysis on activity levelØrberg Jensen, Peter D.; Petersen, Bent (Frederiksberg, 2011)[Flere oplysninger][Færre oplysninger]
Resume: 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 Filer i denne post: 1
oerberg_jensen_petersen_2011_2.pdf (352.2Kb) -
A strategic management analysisØrberg Jensen, Peter D.; Petersen, Bent (Frederiksberg, 2011)[Flere oplysninger][Færre oplysninger]
Resume: 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 Filer i denne post: 1
oerberg_jensen_petersen_2011.pdf (357.2Kb) -
Seizing Opportunities and Managing ThreatsSax, Johanna; Juul Andersen, Torben (Frederiksberg, 2013)[Flere oplysninger][Færre oplysninger]
Resume: Strategic responses to complex and frequent environmental changes must balance the tension between innovative opportunistic search and optimization of operating processes. The ability to survive and thrive depends on an ability to facilitate dispersed exploratory initiatives, test their commercial viability, and exploit the associated business opportunities. However, dispersion of authority requires coordination as well as empowerment calls for extended controls. Hence, there is a tension between the aim of avoiding diversion of corporate resources through tight control of plans and facilitation of decentralized autonomous initiatives searching for opportunities. This prescribes a strategy process that gives direction and forms structure while it at the same time enables innovative behaviors and entrepreneurial initiatives. To this end, the paper outlines an integrative model that combines centrally planned (induced) and decentralized (autonomous) strategy-making with interactive control processes. The strategy and management accounting literatures are synthesized to develop the theoretical underpinning for the model and its proposed outcome effects. It is argued that interaction control of central and dispersed strategy-making creates a dynamic system that drives organizational adaptation. The outmoded strategic control concept is revisited and updated for contemporary responsiveness needs under increasingly turbulent conditions. Finally, the paper lays out a method for an empirical survey-based study that can test the propositions from large-scale corporate sampling. URI: http://hdl.handle.net/10398/8786 Filer i denne post: 1
sax juul andersen.pdf (197.2Kb) -
Process Models and Advanced Services Offshoring to IndiaØrberg Jensen, Peter D. (, 2009)[Flere oplysninger][Færre oplysninger]
Resume: This paper addresses a recent strand of offshoring research that concerns the processes of evolution and change that appear in offshoring partnerships after the launch of offshoring operations. Based on longitudinal case studies of offshoring of advanced IT and engineering services from Danish firms to Indian firms, I identify a process model with three stages that captures the evolution of the initial 1-2 years of the offshoring partnership. Overall, the data portray a rapid development of the Danish-Indian offshoring partnerships which show that once trust is established and offshoring firms gain experience, the offshoring firms will increase the sophistication as well as expand the range and volume of advanced work done offshore. The dynamics of the process therefore suggest that at a broader scale, advanced services offshoring will increase in the coming years. URI: http://hdl.handle.net/10398/8946 Filer i denne post: 1
A_Passage_to_India.pdf (115.7Kb) -
Juul Andersen, Torben; Fredens, Kjeld (Frederiksberg, 2011)[Flere oplysninger][Færre oplysninger]
Resume: 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 Filer i denne post: 1
Andersen_Fredens_SMG.pdf (286.1Kb)
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