Browsing Working Papers (SMG) by Title
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The Role of Internal AntecedentsHarder, Mie (Frederiksberg, 2011)[More information][Less information]
Abstract: Management innovation is the introduction of new management practices, processes, techniques or organizational structures that significantly alter the way the work of management is performed. This paper examines a particular characteristic of management innovation: i.e. pervasiveness. Based on the behavioral theory of the firm, the determinants of firms’ adoption of pervasive management innovations are explored. I find that performance shortfalls have a direct positive effect on the pervasiveness of adopted innovations. Likewise, I find a direct effect of education level, richness of internal communication and CEO novelty on pervasiveness. URI: http://hdl.handle.net/10398/8246 Files in this item: 1
SMG_WP_4_2011.pdf (357.1Kb) -
Foss, Nicolai J.; Mahoney, Joseph T. (Frederiksberg, 2010)[More information][Less information]
Abstract: Knowledge governance is characterized as a distinctive research subject, the understanding of which cuts across diverse fields in management. In particular, it represents an intersection of knowledge management, strategic management, and theories of the firm. Knowledge governance considers how deployment of governance mechanisms influences knowledge processes: sharing, retaining, and creating knowledge. We survey the papers in this volume of the special issue, and discuss the remaining research challenges. URI: http://hdl.handle.net/10398/8030 Files in this item: 1
CBS_Forskningsindberetning_SMG_250.pdf (138.6Kb) -
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Abstract: Abstract This paper argues that knowledge sharing can be conceptualized as different situations of exchange in which individuals relate to each other in different ways, involving different rules, norms and traditions of reciprocity regulating the exchange. The main challenge for facilitating knowledge sharing is to ensure that the exchange is seen as equitable for the parties involved, and by viewing the problems of knowledge sharing as motivational problems situated in different organizational settings, the paper explores how knowledge exchange can be conceptualized as going on in four distinct situations of exchange denominated organizational exchange yielding extrinsic rewards, organizational exchange yielding intrinsic rewards, financial exchange, and social exchange. The paper argues that each situation of exchange has distinct assumptions about individual behaviour and the intermediaries regulating the exchange, and facilitating knowledge sharing should therefore be viewed as a continuum of practices under the influence of opportunistic behaviour, obedience or organizational citizenship behaviour. Keywords: Knowledge sharing, motivation, organizational settings, situations of exchange. URI: http://hdl.handle.net/10398/7486 Files in this item: 1
cbs forskningsindberetning smg 24.pdf (541.0Kb) -
Minbaeva, Dana B.; Pedersen, Torben (Frederiksberg, 2010)[More information][Less information]
Abstract: The emerging Knowledge Governance Approach asserts the need to build microfoundations grounded in individual action. Toward this goal, using the Theory of Planned Behavior, we aim to explain individual knowledge sharing behavior as being determined by the intention to share knowledge and its antecedents: attitude toward knowledge sharing, subjective norms, and perceived behavioral control. In addition, we consider managerial interventions (governance mechanisms) that managers can employ to influence the identified antecedents and thereby govern individual knowledge sharing behavior. We test the model arrived at on a dataset collected among individuals engaged in knowledge sharing in two competing firms. Results of the LISREL analysis show that the use of rewards affects attitudes toward knowledge sharing negatively, while the use of reciprocal schemes and communication mechanisms have a positive effect on subjective norms and perceived behavioral control, respectively. URI: http://hdl.handle.net/10398/8017 Files in this item: 1
CBS_Forskningsindberetning_SMG_245.pdf (357.8Kb) -
The Strategic Human Resource Management DimensionFoss, Nicolai J.; Minbaeva, Dana B. (, 2009)[More information][Less information]
Abstract: SHRM increasingly emphasizes HRM practices as means to build strategic knowledge resources such as superior capabilities. While the knowledge-based view increasingly pays attention to micro-foundations, the SHRM field neglects these and emphasizes collective constructs such as “human capital pools,” “HRM architectures”, etc. As a result, causal links between HRM practices, knowledge and organizational performance are black-boxed. We propose a program for research and identify some of the key issues that future research must deal with. URI: http://hdl.handle.net/10398/7756 Files in this item: 1
SMG WP 2009-03.pdf (348.1Kb) -
How Organizational Design Can Make Delegation CredibleFoss, Kirsten; Foss, Nicolai J. (København, 2005)[More information][Less information]
Abstract: Credible delegation of discretion obtains when it is a rational strategy for managers not to overrule employee decisions that are based on delegated decision rights or renege on the level of delegated discretion (and this is common knowledge). Making delegation of discretion credible becomes a crucial issue when organizations want to sustain the advantages that may flow from delegation: Such advantages are dependent on motivated employees, and managerial overruling or reneging is harmful to motivation. However, little work has been done on how organizations can make delegation credible. We argue that key elements of organizations (i.e., organizational structure, coordination mechanisms, reward structures, and interdependencies between activities) and how these fit influence the credibility of delegation. Fit configurations of organizational elements reduce the probability of managerial intervention that may harm employee motivation. This introduces a neglected incentive dimension to the organizational design literature. Moreover, it is argued that harmful intervention may be reduced by increasing managers’ costs of intervening. Refutable propositions are derived. URI: http://hdl.handle.net/10398/7427 Files in this item: 1
cbs forskningsindberetning smg 25.pdf (688.5Kb) -
Foss, Nicolai J.; Klein, Peter G. (Frederiksberg, 2013)[More information][Less information]
Abstract: We briefly survey Hayek’s work and argue for its increasing relevance for organizational scholars. Hayek’s work inspired aspects of the transaction cost approach to the firm as well as knowledge management and knowledge-based view of the firm. But Hayek is usually seen within organizational scholarship as a narrow, technical economist. We hope to change that perception here by pointing to his work on rules, evolution, entrepreneurship and other aspects of his wide-ranging oeuvre with substantive implications for organizational theory. URI: http://hdl.handle.net/10398/8655 Files in this item: 1
Foss_Klein_SMGWP2013_3.pdf (737.3Kb) -
Foss, Kirsten; Foss, Nicolai J. (København, 2008)[More information][Less information]
Abstract: In his seminal 1945 essay Hayek argued that the dispersed nature of much commercially relevant knowledge places strong constraints on the feasibility of centralized allocation and coordination mechanisms, but that there remains a problem of making efficient use of such knowledge (the first Hayekian knowledge problem). He realized that firms, because they make use of authority, are also challenged by dispersed knowledge, and his emphasis on delegation as a response to dispersed knowledge may lead to the prediction that (large) firms shouldn’t exist. Yet (large) firms obviously do exist (the second Hayekian knowledge problem). Recently, many management and organizational scholars have echoed Hayek’s argument that centralized coordination mechanisms, such as authority, may fail in the presence of dispersed knowledge. We examine these modern arguments and argue that they rest on shaky foundations: dispersed knowledge is a less strong constraint on authority than is often thought. We examine the wider implications of this for knowledge-based arguments in management and organizational theory, and call for more research into the micro-foundations of such arguments. URI: http://hdl.handle.net/10398/7462 Files in this item: 1
smg wp 2008-14.pdf (393.3Kb) -
Implications of Strategic Management TheoryAgarwal, Rajshree; Barney, Jay B.; Foss, Nicolai J.; Klein, Peter G. (, 2009)[More information][Less information]
Abstract: Macroeconomic theory assumes that factors of production in the economy are homogeneous and fungible. As a result, it may be ill-suited for developing policy responses to the recent financial crisis. Theories of strategic management and organization, with their emphasis on heterogeneously distributed resources and capabilities, may be better positioned. Examples of where macroeconomic theory may lead policies astray, and where theories of strategic management may be more appropriate, are provided. URI: http://hdl.handle.net/10398/7906 Files in this item: 1
SMG WP 2009-06.pdf (470.7Kb) -
Harder, Mie (København, 2008)[More information][Less information]
Abstract: How to motivate knowledge sharing is of crucial importance to many companies. This paper analyzes individual knowledge sharing behavior in a self-determination theory (SDT) perspective. The primary aim is to explore what type of motivation predicts knowledge sharing behavior and how this type of motivation is affected by reward structures and management styles in organizations. The paper builds on survey and interview data from a pilot case study and provides statistical evidence of a strong positive relationship between autonomous motivation and knowledge sharing behavior. Furthermore, tangible rewards are found to correlate negatively with autonomous motivation for knowledge sharing. The more employees perceive knowledge sharing to lead to tangible rewards, the less they are autonomously motivated to share. On the other hand, a management style supportive of employees’ needs for autonomy is found to promote autonomous motivation for knowledge sharing. URI: http://hdl.handle.net/10398/7483 Files in this item: 1
smg wp 2008-06.pdf (533.4Kb) -
Geisler Asmussen, Christian; Pedersen, Torben; Petersen, Bent (København, 2005)[More information][Less information]
Abstract: The IB literature informs us of several ways to measure firms’ degree of internationalization. In this paper we make the argument that in fact none of the existing indices really measure firms’ degree of "global specialization", that is, to what extent their allocation of resources is multidomestic or global. As argued, all the existing measures may gauge a purely multidomestic firm as having a high degree of internationalization, whereas a truly global firm may be ranked low. In order to remedy this we introduce a complementary index measuring how firms are configuring their value chains – whether they are replicating value chain activities from country to country or locating them in globally specialized units in order to exploit an international division of labor. In addition to mathematical modeling and numerical examples, we examine the relevance of the new index of global specialization on data of Danish MNCs by looking at the correlation between the new global specialization index and existing indices of firms’ degree of internationalization. We find that the index is able to identify a distinct group of firms with significantly higher degrees of global value chain configuration. Key words: Internationalization, value chain, global configuration. JEL Codes: F02, F23, L22, L23 URI: http://hdl.handle.net/10398/7480 Files in this item: 1
cbs forskningsindberetning smg 27.pdf (650.3Kb) -
Geisler Asmussen, Christian; Pedersen, Torben; Petersen, Bent (København, 2005)[More information][Less information]
Abstract: The IB literature informs us of several ways to measure firms’ degree of internationalization. In this paper we make the argument that in fact none of the existing indices really measure firms’ degree of "global specialization", that is, to what extent their allocation of resources is multidomestic or global. As argued, all the existing measures may gauge a purely multidomestic firm as having a high degree of internationalization, whereas a truly global firm may be ranked low. In order to remedy this we introduce a complementary index measuring how firms are configuring their value chains – whether they are replicating value chain activities from country to country or locating them in globally specialized units in order to exploit an international division of labor. In addition to mathematical modeling and numerical examples, we examine the relevance of the new index of global specialization on data of Danish MNCs by looking at the correlation between the new global specialization index and existing indices of firms’ degree of internationalization. We find that the index is able to identify a distinct group of firms with significantly higher degrees of global value chain configuration. Key words: Internationalization, value chain, global configuration. JEL Codes: F02, F23, L22, L23 URI: http://hdl.handle.net/10398/7480 Files in this item: 1
cbs forskningsindberetning smg 27.pdf (650.3Kb) -
The Case of DenmarkMoberg, Kåre; Vestergaard, Lene; Jørgensen, Casper; Markussen, Elisabeth; Hakverdyan, Sose (Frederiksberg, 2013)[More information][Less information]
Abstract: In this book chapter we describe how Denmark’s eight universities have developed their supply of entrepreneurship education during the past three years. The governmental initiatives that aim to promote entrepreneurial universities, and the Danish context, are presented and related to this development. An assessment model of entrepreneurship education which includes the wide scope of dimensions important to education in the topic, such as content dimensions, stages in the entrepreneurial project and pedagogical dimensions is presented. By applying this model we have been able to analyse the strengths and weaknesses in the supply of entrepreneurship education at the eight universities. The results show that the Danish universities have developed well regarding entrepreneurship education, especially on the pedagogical dimensions which means that more courses are becoming through and for entrepreneurship, rather than about entrepreneurship. The dominance of universities with business schools do, however, suggest that entrepreneurship education in Denmark is far from reaching maturity. Our results also suggest that it is important to focus on how to sustain the supply of entrepreneurship education rather than just invest in new course development. URI: http://hdl.handle.net/10398/8658 Files in this item: 1
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Developing expertise through multiple alliance management practicesHeimeriks, Koen H.; Reuer, Jeffrey J. (København, 2006)[More information][Less information]
Abstract: JEL classification: L14 URI: http://hdl.handle.net/10398/7421 Files in this item: 1
cbs forskningsindberetning smg 66.pdf (279.2Kb) -
Navrbjerg, Steen E.; Minbaeva, Dana (København, 2008)[More information][Less information]
Abstract: As multinational corporations operate in multiple countries, headquarters must take into account differences in local settings when seeking the means to coordinate and control subsidiaries. The local system of industrial relations sets the framework for what kind of human resource management a multinational corporation can implement. Yet another question is whether the still stronger multinationals can change the existing systems of industrial relations, directly or indirectly. The paper analyzes four Danish enterprises over a ten-year period. This longitudinal study shows that none of the multinationals directly try to interfere in local industrial relations. However, by exercising their management prerogative in a way that differs from the Northern European tradition of industrial relations, they do influence the cooperation between employers and employees. In particular, the results show that a shift from a stakeholder to a shareholder management style and the increased degree of HQ control have an effect on the whole cooperative atmosphere in each of the companies. In the long run, they may affect the collective bargaining system as such. URI: http://hdl.handle.net/10398/7451 Files in this item: 1
smg wp 2008-13.pdf (778.2Kb) -
Minbaeva, Dana (København, 2008)[More information][Less information]
Abstract: This paper explores why and how HRM matters for knowledge transfer within multinational corporations. It is built upon the premise that there are certain HRM practices influencing extrinsic and intrinsic motivation of knowledge receivers. It is found that complementarity among HRM practices exists but does not always have a positive effect on knowledge transfer. Three hypotheses derived from these arguments are tested on data from 92 subsidiaries of Danish multinational corporations located in 11 countries. URI: http://hdl.handle.net/10398/7450 Files in this item: 1
smg wp 2008-12.pdf (428.2Kb) -
Minbaeva, Dana B. (København, 2007)[More information][Less information]
Abstract: This chapter introduces HRM practices that help MNCs to overcome knowledge transfer barriers (knowledge-driven HRM practices). It argues that MNCs can institute various HRM practices that impact knowledge transfer barriers associated with behavior of knowledge senders and receivers. HRM practices relevant for absorptive capacity of subsidiary employees form two groups – cognitive (job analysis, recruitment, selection, international rotation, career management, training and performance appraisal) and stimulative (promotion, performance-based compensation, internal transfer, orientation programs, job design and flexible working practices). The application of cognitive HRM practices enhances the ability of knowledge receivers to absorb transferred knowledge, while the use of stimulative HRM practices increases their motivation. Temporary and permanent types of international assignments respectively influence the ability and motivation of expatriate managers to share their knowledge. Keywords: Human Resources; Personnel; Human Resource Management; Multinational Corporations; Organizational Innovation; Organizational Learning; URI: http://hdl.handle.net/10398/7447 Files in this item: 1
cbs forskningsindberetning smg 96.pdf (759.5Kb) -
A Strategic Management Analysis on Activity‐levelØrberg Jensen, Peter D.; Petersen, Bent (Frederiksberg, 2011)[More information][Less information]
Abstract: In this exploratory study we look at human asset aspects of offshore outsourcing of services that over time become more advanced and strategic potent to the outsourcing firms. As a consequence, the outsourcing firms might want to internalize the operations. We focus on the ways that outsourcing firms may transfer key personnel of local service providers to whollyowned subsidiaries. We argue that a felt need for applying more powerful incentives on key personnel of the service provider ‐ to harness and empower the sourcing operation ‐ may in itself be a motive for, and key driver of, the internalization process. URI: http://hdl.handle.net/10398/8242 Files in this item: 1
SMG_Working Paper_1_2011.pdf (450.7Kb) -
Foss, Nicolai J. (København, 2008)[More information][Less information]
Abstract: Human capital has often been discussed in transaction cost economics, particularly in connection with understanding the employment relation. This chapter reviews Williamson’s thinking on the issue, explains how it differs from Coase and Simon’s, and briefly discusses the relevant empirical literature. The chapter also covers property rights theory, and discusses various critiques of the treatment of human capital in transaction cost economics. URI: http://hdl.handle.net/10398/7429 Files in this item: 1
smg wp 2008-02.pdf (363.3Kb) -
Laursen, Keld; Foss, Nicolai J. (Frederiksberg, 2012)[More information][Less information]
Abstract: We survey, organize, and discuss the literature on the role of organizational practices for explaining innovation outcomes. We discuss how individual practices influence innovation, and how the clustering of specific practices matters for innovation outcomes. Relatedly, we discuss various possible mediators of the HRM/innovation link, such as knowledge sharing, social capital and network effects. We argue that the causal mechanisms underlying the HRM/innovation links are still ill-understood, calling for further research. URI: http://hdl.handle.net/10398/8516 Files in this item: 1
Laursen_Foss_SMGWP2012_5.pdf (914.1Kb)