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  • 1.
    Barth, Henrik
    et al.
    Luleå University och Technology, Luleå, Sweden.
    Hörte, Sven-Åke
    Luleå University och Technology, Luleå, Sweden.
    Growth Stage Models and Organisation Structure in SMEs1998Konferansepaper (Annet vitenskapelig)
  • 2.
    Engberg, Robert
    et al.
    Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, Centrum för innovations-, entreprenörskaps- och lärandeforskning (CIEL).
    Hörte, Sven-Åke
    Högskolan i Halmstad, Akademin för ekonomi, teknik och naturvetenskap, Centrum för innovations-, entreprenörskaps- och lärandeforskning (CIEL).
    Lundbäck, Magnus
    School of Business, Gunnebo AB, Göteborg, Sweden.
    Strategy implementation and organizational levels: resourcing for innovation as a case2015Inngår i: Journal of Organizational Effectiveness: People and Performance, ISSN 2051-6614, Vol. 2, nr 2, s. 157-175Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    Purpose

    – The purpose of this paper is to further the understanding of the link between human capital and strategy across hierarchies.

    Design/methodology/approach

    – Using data on personality traits as a proxy for strategy implementation success, empirical data included 1,738 Operational Personality Questionnaire personality traits assessments in one large multinational firm. Respondents spanned from top-management to white-collar employees. Besides personality traits, measures include employment level and employment status. In addition, a total of 43 interviews were performed on the employee-level, with middle managers, with senior managers, and with executive-level managers.

    Findings

    – After a strategic shift, successful implementation of a human resource management (HRM) strategy decreased down through the hierachies. This has implications for a firm trying to realign its resources to a new strategy. If the strategic shift is large, this will pose a great problem as human capital further down in the hierarchy will not be aligned to the new strategy, but rather be aligned to the old strategy.

    Research limitations/implications

    – The findings are discussed using the concept of the strategic centre of gravity. The authors elaborate on the concept in terms of the origin, mass, and inertia of the strategic centre of gravity.

    Practical implications

    – A successful strategic shift in this sense will to a great extent depend on how successful the implementation is at lower levels of hierarchy, thus pointing to the importance to considering this when designing and pursuing strategic change.

    Originality/value

    – The research contributes to the HRM literature by furthering the understanding of aligning human capital on different organizational levels to strategy and by developing the concept of the strategic centre of gravity. © Emerald Group Publishing Limited

  • 3.
    Halila, Fawzi
    et al.
    Högskolan i Halmstad, Sektionen för ekonomi och teknik (SET), Centrum för innovations-, entreprenörskaps- och lärandeforskning (CIEL).
    Hörte, Sven-Åke
    Högskolan i Halmstad, Sektionen för ekonomi och teknik (SET), Centrum för innovations-, entreprenörskaps- och lärandeforskning (CIEL).
    Innovations that combine environmental and business aspects2006Inngår i: International Journal of Innovation and Sustainable Development, ISSN 1740-8822, E-ISSN 1740-8830, Vol. 1, nr 4, s. 371-388Artikkel i tidsskrift (Fagfellevurdert)
    Abstract [en]

    This study is an attempt to improve the understanding of eco-innovations and to generate knowledge that can be used to stimulate their diffusion and adoption. The main objective of this study is to develop a new classification system for eco-innovations. The methodological approach chosen is a case study of 150 winning entries to the Swedish Environmental Innovation Competition. The entries that reached the finals were investigated and classified according to the new classification system into six different types: (1) product care, (2) minor product improvements, (3) major product improvements, (4) functional innovation, (5) system innovation, and (6) scientific breakthrough. The results show that more than 75% of the eco-innovations are classified as 'product care', 'minor product improvements' and 'major product improvements'; but in order to achieve a breakthrough in the area of sustainability, much more work is needed to achieve 'system innovation' and 'scientific breakthrough'.

  • 4.
    Hörte, Sven Åke
    Högskolan i Halmstad, Sektionen för ekonomi och teknik (SET), Centrum för innovations-, entreprenörskaps- och lärandeforskning (CIEL), Centre for Technology, Innovation and Marketing Management (CTIM2).
    Arbete, arbetsmiljö och arbetsmiljöarbete2009Inngår i: Perspektiv på arbetsmiljöarbete / [ed] Hörte, Sven Åke & Christmansson, Marita, Halmstad: Högskolan i Halmstad , 2009, 1, s. 13-27Kapittel i bok, del av antologi (Annet vitenskapelig)
  • 5.
    Hörte, Sven Åke
    Högskolan i Halmstad, Sektionen för ekonomi och teknik (SET), Centrum för innovations-, entreprenörskaps- och lärandeforskning (CIEL), Centre for Technology, Innovation and Marketing Management (CTIM2).
    Forskningsstilar inom arbetsmiljöarbete - ontologiska, epistemologiska och metodologiska perspektiv2009Inngår i: Perspektiv på arbetsmiljöarbete / [ed] Hörte, Sven Åke & Christmansson, Marita, Halmstad: Högskolan i Halmstad , 2009, 1, s. 109-125Kapittel i bok, del av antologi (Annet vitenskapelig)
  • 6.
    Hörte, Sven-Åke
    et al.
    Högskolan i Halmstad, Sektionen för ekonomi och teknik (SET), Centrum för innovations-, entreprenörskaps- och lärandeforskning (CIEL), Centre for Technology, Innovation and Marketing Management (CTIM2).
    Christmansson, Marita
    Perspektiv på arbetsmiljöarbete2009Collection/Antologi (Annet vitenskapelig)
  • 7. Karlsson, Charlie
    et al.
    Flensburg, PerHörte, Sven-ÅkeHögskolan i Halmstad, Sektionen för ekonomi och teknik (SET).
    Knowledge spillovers and knowledge management2004Collection/Antologi (Annet (populærvitenskap, debatt, mm))
    Abstract [en]

    In an increasingly connected global marketplace, knowledge transfer occurs through both intra- and interorganizatioiial knowledge networks. The authors of this new collection of essays argue that while managing the internal knowledge base is a crucial factor hi a company's competitiveness, it's also important to recognize that most of the knowledge used by the majority of companies is developed externally.

     

    In this context, they discuss the function and impact of "knowledge spillovers," which occur when organizations are working on similar tilings and, because knowledge cannot be entirely contained, are benefiting from each other's research. The authors pay particular attention to the role that location plays in a company's ability to access knowledge.

    Concluding that "there are strong reasons to believe that spillover effects are geographically bounded," they propose that "it may often be of strategic importance to companies and their competitiveness to be represented hi the 'right' industrial clusters."

    The book's 17 chapters, whose authors represent an impressively international list of universities and research institutes, are divided into three sections, the first of which discusses knowledge spillovers, the second, issues tied to regional innovation systems, and the third, new thinking hi KM related to geography, emerging technologies and information logistics.

    WMe the authors offer this book both as "a base for future research and as a source of ideas for companies that need to develop their knowledge management strategies and policy-makers interested in formulating more efficient regional innovation policies," the tone and theoretical density of the material is clearly aimed more toward academics and researchers than those looking for practical advice.

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