hh.sePublications
Change search
Refine search result
17181920 951 - 990 of 990
CiteExportLink to result list
Permanent link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Rows per page
  • 5
  • 10
  • 20
  • 50
  • 100
  • 250
Sort
  • Standard (Relevance)
  • Author A-Ö
  • Author Ö-A
  • Title A-Ö
  • Title Ö-A
  • Publication type A-Ö
  • Publication type Ö-A
  • Issued (Oldest first)
  • Issued (Newest first)
  • Created (Oldest first)
  • Created (Newest first)
  • Last updated (Oldest first)
  • Last updated (Newest first)
  • Disputation date (earliest first)
  • Disputation date (latest first)
  • Standard (Relevance)
  • Author A-Ö
  • Author Ö-A
  • Title A-Ö
  • Title Ö-A
  • Publication type A-Ö
  • Publication type Ö-A
  • Issued (Oldest first)
  • Issued (Newest first)
  • Created (Oldest first)
  • Created (Newest first)
  • Last updated (Oldest first)
  • Last updated (Newest first)
  • Disputation date (earliest first)
  • Disputation date (latest first)
Select
The maximal number of hits you can export is 250. When you want to export more records please use the Create feeds function.
  • 951.
    Wictor, Ingemar
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Centre for Technology, Innovation and Marketing Management (CTIM2).
    A Born Global Company’s Way to Growth2011Other (Other academic)
    Abstract [en]

    In this paper, a Born Global company is studied, with the aim of investigating how it has developed from 1990 to 2007. Which growth stages can we identify over time? Which factors influence these stages? The method used is the case study and the information was gathered through interviews and secondary data. For the theoretical approach, I have used the indicative ‘stages’ of the growth/life-cycle modelsby Churchill and Lewis (1987) and Smallbone and Wyer (2006), a framework focusing oninternational growth, international market strategy, international entrepreneurship and cultureand international organisation. The Rubber Company was studied from 1990 to 2007, which suggests that three CEOs have been in charge of the company; the founder, external CEO I and CEO II. The company’s development and expansion over the study period were followed and related to the stages of growth/life-cycle model and theoretical framework. The stages analysed are the Entrepreneurial stage (1990–1999), the Expansion stage (2000–2004) and the Industrial stage (2005– ). The three CEOs took part in different stages, which affect firm development. The Rubber Company is still growing and very entrepreneurial, over time lifting its development curve to newlevels. Market strategy has changed from distributors to subsidiaries. Unknown global segmentshave been developed. Critical incidents over time have been the founder’s way of acting during the second stage in relation to CEO I, who came from a much larger company with a strong support staff. In combination with the fact that the founder was still the owner and had the power, this did not make it easy to change the company to a new stage of development. He also did not have the experience of working in a smaller company. CEO II already had a close relationwith the founder and thus he was more quickly accepted. During the Industrial stage, the new investor supported the firm’s strong development.The ongoing Entrepreneurial stage on the business development curve indicates even faster growth for the Rubber Company. For that situation, entrepreneurship strategies must be more open, decentralised and teamwork-oriented. Another management style is later required to leadand expand the company. Since 2005, the company has been in the Industrial stage; i.e.expanding even faster in the global market. A value-added pricing concept has been developed. The company’s external focus on customers and relations is very important. CEO II suggests that traditional multinationals have too much of an internal focus. The learning process in the Rubber Company has been present from inception, but the firm hashow become more professionalised through international workshops. For the culture and vision,it is important to agree on the internal values of the company all over the world – the “CompanyWay” of doing business. Entrepreneurship strategies have changed from an entrepreneur deciding in most cases to a more coaching style of leadership. New owners have now invested inthe company and capital for expansion is available.The most interesting question is how the Rubber Company grows over time and how management continuously manages to shift the life-cycle curve to new levels. A Born Global company grows and develops in its special way according to the prevailing theory. However,when it is growing, it is more and more like a traditional company but still with an extreme entrepreneurial focus, in some cases because of the founder.

  • 952.
    Wictor, Ingemar
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Born globals: explanations to rapid internationalisation2006Licentiate thesis, comprehensive summary (Other academic)
  • 953.
    Wictor, Ingemar
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Born Globals, Networks and Management2013In: The 16th Annual McGill International Entrepreneurship Conference: Researching New Frontiers: The Conference Program and Collection of Short Summaries, 2013, p. 103-103Conference paper (Other academic)
    Abstract [en]

    Many studies have been focusing the entrepreneur and the international market situation for the Born Global Company as parts of developing the company and its growth. Networks have also been studied over time but not so much value creating networks from an internal perspective in relation to the company’s management. Networks are important and can be used to “involve help in overcoming perceived barriers on cultural and regulatory issues, those associated with locating partners, plus other matters deemed important to specific management teams” (Crick, 2009, p. 466). Cooney (2009) found evidence of a positive relationship between entrepreneurial teams and high-growth firms.

    This study will take its starting point in the conceptual framework of Andersson and Wictor (2003): The Entrepreneurs, Networks, Globalisation and Industry. The study will deepen especially the knowledge about networks and how the management works developing the company and making it profitable. The purpose of this paper is to investigate how value creating networks are used in Born Global companies and how management acts.

    In this quality study data has been collected through a case study. For this a conceptual framework has been developed. How does the management work in Born Global Companies?

    Results which were found, was that different networks were handled differently. Building a strong and profitable company is due to how you work with your core manufacturing, outsourcing and your strategic situations in the company, how you handle your suppliers and who is responsible in your management team. In this case they have built up strong and close relationships to the suppliers and have for strategic reasons taken over strategic equipment suppliers. The management has to be aware of and define what is core manufacturing and not. It may be the easiest way to outsource but is it the best in the long run? To compete you should build a strong local network and if possible automatize your core manufacturing. The CEO has to take his or her responsibility for strategic operative situations. To decide the different roles are important in the management team. The entrepreneur’s charismatic leadership is important for empowering the organisation and its acting and for creating interesting ‘value creating networks’. Theoretical implications may be to deepen this study even more in many more companies. To study the relation from the suppliers and the customers perspective would very interesting. Practical implications are for the management to be aware of how important the strategic questions are for the management to handle in an efficient way. The board members have to be aware of what they delegate of the core business so the CEO can work with distinct roles and to secure that networks are built for supporting a profitable development. This will be even more important in the future through the Chinese competition.

    This is an on-going study and will be presented in a final paper.

  • 954.
    Wictor, Ingemar
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Centre for Technology, Innovation and Marketing Management (CTIM2).
    Born Globals: Rapid International Growth in New Ventures2012Doctoral thesis, comprehensive summary (Other academic)
    Abstract [en]

    The traditional theories developed by Johanson and Vahlne (1977, 1990) and other researchers ofinternationalisation have long been questioned because of the fast-changing environment and deregulations. In particular, for Born Global firms, namely a company that has achieved a foreign sales volume of at least 25% within three years of its inception and that seeks to derive significant competitive advantage from the use of resources and the sales of outputs in multiple countries (Andersson and Wictor, 2003, p. 254), itis a question of surviving by establishing in many markets in a short period of time.This thesis summarises five papers. Paper 1 showed that the CEO´s perception and the fast changing environment push small firms to internationalise and that younger CEOs have an important role in expanding the firm. This is often because of their experiences accumulated inthe organisation over time or because the entrepreneur has been exposed to the international arena and information technologies, which can explain why some small firms continue to expandtheir international activities.The conceptual framework in paper 2 comprises four factors that influence Born Global firms:entrepreneurs, networks, industry and globalisation. To succeed in establishing a global firm it isimportant to have certain resources, such as an entrepreneur with international experience and strong networks. A Born Global entrepreneur is distinguished by his interest and motivation todo business abroad and his vision for the future.Paper 3 focuses on the importance of Born Globals’ foreign market channel strategies. The decision to establish a new market is of great importance for the long-term survival of the company. In this comparative case study, four companies that display different foreign entrymodes are compared. We found that these companies had very different market channel strategies even though they internationalised rapidly.Paper 4 is a study of four companies that indicates that their CEOs are active and involved in making strategic decisions in all parts of a Born Global firm’s value chain activities. Decisions on localisation and outsourcing are influenced by the entrepreneur’s definition of his firm’s core competencies. However, factors outside the firm are also an influence: potential suppliers,outsourcing of manufacturing and potential partners in distribution, especially relating to the riseof new emerging markets (e.g. China). The importance of coordinating value chain activities also influences the localisation of different activities. Entrepreneurs aim to arrange value-creating networks to secure their core manufacturing processes and close relations with local suppliers when they outsource products. In such a case, the entrepreneur can be seen as an orchestrator ina virtual organisation. The ‘global factory’ concept can be adjusted to fit locally for a Born Global company and its environment. Paper 5 focuses on a Born Global company’s way to grow and is a longitudinal study of acompany over 17 years (1990–2007) and its development in the different stages in the growth/life-cycle curve. From inception, the vision is already strong to go global. During thea bove period, the founder, external CEO I and CEO II were interviewed to assess whatcharacterises the different stages of growth over time compared with the growth/life-cycle model of Smallbone and Wyer (2006). The company is still growing and very entrepreneurial. The leadership has changed from a deciding style to a more coaching way of leading. Themanagement and organisation have changed to be more professionalised and team-oriented over8time. Entrepreneurial teams have also become more and more important for transferring knowledge to individuals in the organisation.The traditional models of Johanson and Vahlne (1977, 1990) point out that learning at an organisational level is a main factor in international development over time. However, a way to speed up the development of Born Global firms is entrepreneurial background with long experience and different knowledge serving his vision for the company. Nevertheless, theknowledge transfer from the entrepreneur and his team to the organisation is important. Knight and Cavusgil (2004, p. 137) find that “Born Globals pose an important new challenge to traditional views on the internationalization of the firm”.Johanson and Vahlne (2003) study what happens in companies because of rapid changes in the environment. They suggest that the Uppsala model is still valid, but that the early stage of a firm’sinternationalisation is important to study. Organisational learning is carried out at an individual and an entrepreneurial level. Johanson and Vahlne (1977) focus on the importance of the people working in a market and their learning. In their latest published article by Schweizer et al. (2010,pp. 368–369), they argue that “it is the liability of outsidership rather than the liability offoreignness that gives rise to internationalization difficulties. Outsidership implies that the firm isnot a member of relevant networks. Internationalization can be seen then as taking steps tobecome an insider in relevant networks in focal foreign markets … In their last study it emphasizes the entrepreneurial facets of a firm’s internationalization process”. The above defined background of the entrepreneur, his entrepreneurial way of working and his experience from former jobs also means that he already has the networks necessary for international expansion.The entrepreneur and his team in a Born Global company must from the beginning have the capability and knowledge of the environment and market in a country to establish in the new market as well as the understanding of how to manage the company and organisation. If they do not have this knowledge, they must have a network from which to extract this information. The entrepreneur has to be strongly involved in building and sustaining relationships with both customers and suppliers. In the organisation, he also has to build a powerful culture with decentralisation and empowered employees. The leadership in these companies is charismatic,employees are empowered in their jobs and the teams are entrepreneurial. Employees are therefore also allowed to make their own decisions within certain limits. Networks are important to overcome “perceived barriers on cultural and regulatory issues, those associated with locating partners, plus other matters deemed important to specific management teams” (Crick, 2009, p. 466). Coviello and Cox (2006) find that a company’s network is aresource when it is working with acquisitions and important recruitments. For companies growing over many years such as the Rubber Company studied herein, networks change and the chairman’s networks can be of great importance when core individuals should be recruited as an important part of the company’s strategies.

  • 955.
    Wictor, Ingemar
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Centre for Technology, Innovation and Marketing Management (CTIM2).
    The importance of value chain in born globals2009Conference paper (Refereed)
  • 956.
    Wictor, Ingemar
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Centre for Technology, Innovation and Marketing Management (CTIM2).
    The Management of Value Chain Activities in Born Global Companies2011Other (Other academic)
    Abstract [en]

    Purpose

    The purpose of this study is to investigate how Born Global companies’ value chain activities are managed and organised.

    Methodology

    This study explores how Born Global firms’ activities are managed and organised through qualitative research using secondary data and interviews with the entrepreneurs and CEOs offour Swedish Born Global firms.

    Findings

    This study indicates that CEOs are active in making strategic decisions in all parts of a Born Global firm’s value chain activities. Decisions on localisation and outsourcing are influenced by the entrepreneur’s definition of his firm’s core competencies. However, factors outside the firmare also an influence: potential suppliers, outsourcing of manufacturing and potential partners indistribution, especially relating to the rise of new emerging markets (e.g. China). The importanceof coordinating value chain activities also influences the localisation of different activities. The use of value-creating networks is important for Born Global companies. These networks,especially local ones, can also be seen in connection with the ‘global factory’ concept but adjusted to the Born Global Company and its international environment.

    Research limitations/implications

    This study provides a deeper understanding of how entrepreneurs in Born Global firms are involved in decisions regarding all parts of the value chain. A limitation is that it has focused onthe value activities within these firms. Future studies should also investigate how the relationship with other actors in the value chain (e.g. suppliers and distributors) influences the development of Born Global firms.

    Practical implications

    It is important to focus on strategic decisions in all parts of the value chain in global settings. The management team needs to create an organisation that can deal with operative matters and work without the direct supervision of top-level management.

    Originality/value

    This paper takes a holistic view of all parts of Born Global firms’ value chain activities and the role of the entrepreneur and management in the value chain, which few previous studies have investigated.

  • 957.
    Wictor, Ingemar
    et al.
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Centre for Technology, Innovation and Marketing Management (CTIM2).
    Andersson, Svante
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Centre for Technology, Innovation and Marketing Management (CTIM2).
    Charismatic leadership and empowerment in born globals2010In: McGill International Entreprenurship Conferences Series / [ed] Hamid Etemad, 2010Conference paper (Refereed)
  • 958.
    Wictor, Ingemar
    et al.
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Centre for Technology, Innovation and Marketing Management (CTIM2).
    Andersson, Svante
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Centre for Technology, Innovation and Marketing Management (CTIM2).
    The Importance of Leadership and Vision in Born Globals2012In: Business and Management Research, ISSN 1927-6001, E-ISSN 1927-601X, Vol. 1, no 1, p. 13-25Article in journal (Refereed)
    Abstract [en]

    Since the beginning of the 1990s studies of Born Global companies has become a major topic in internationalizationliterature. Earlier research has pointed out the importance of the entrepreneur in the born global firm’s internationaldevelopment. Even if many studies have been done which identify the impact of entrepreneurs and management onfirms’ internationalisation and behaviour few studies have focused on leadership in Born Global Companies. Followingearlier research, the aim of this paper is to investigate how the entrepreneur uses his/her vision in Born Globalcompanies. The main findings and conclusions are that the entrepreneur and his/ her vision have an important role inthese companies. The vision is like an umbrella and affects many important parts of the company, such as organisation,communication, recruitment, knowledge transfer and other parts that will form the company’s culture. The born globalentrepreneurs create the company values and motivate the employees in the organisation. The Born Global leaders sharethe power with subordinates. It is crucial to delegate operational decisions to subordinates so the entrepreneur can workwith strategic issues fostering the firms’ international expansion. Communication is open and straight with an openatmosphere in the culture. Good communication is important when building goals, values and conveying the leader’svision. Even if the entrepreneurs motivate their employees in a positive way the entrepreneurs still have a tight control ofthe company. The main implications from this study are that the entrepreneurs in The Born Global firms have been ableto create an innovative culture in the firm that creates international growth.

  • 959.
    Wictor, Ingemar
    et al.
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Centre for Technology, Innovation and Marketing Management (CTIM2).
    Andersson, Svante
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Centre for Technology, Innovation and Marketing Management (CTIM2).
    The Importance of vision in born global companies2011In: Research on Technology, Innovation and Marketing Management 2009‐2011: Introducing the Research Area of Innovation Science / [ed] Sven-Åke Hörte, Halmstad: Högskolan i Halmstad , 2011, p. 37-53Chapter in book (Other academic)
    Abstract [en]

    Purpose – The purpose of this paper is to investigate how the entrepreneur uses his vision in Born Global companies. Design/methodology/approach – In this qualitative study, data has been collected by carrying out case studies of three companies. The main approach has been to study the role ofvision, leadership and communication in these companies. Findings – The entrepreneur and his vision is very important in a Born Global company. The vision is like an umbrella and affects many important parts of the company, such as communication,r ecruitment, knowledge transfer and other parts that will form the company’s culture. After a few years these items will help to create the company’s handbook, which will form the guidelines for how employees in the company work and act. Even if the entrepreneurs motivate their employees in a positive way, so that they can develop and do a good job, the entrepreneurs still must control the company. Research implications – This is an area where much more research needs to be done. In this study the entrepreneurs have been interviewed. To get more information the employees need to be interviewed. Practical implications – Implications for traditional small to medium‐sized enterprise (SME) companies could help to understand what happens in Born Global companies. Originality/value – This paper uses a view of the visionary perspective to study the three companies. This could be used by more traditional companies to discover new areas of potential.

  • 960.
    Wictor, Ingemar
    et al.
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Centre for Technology, Innovation and Marketing Management (CTIM2).
    Andersson, Svante
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Centre for Technology, Innovation and Marketing Management (CTIM2).
    Mullern, Tomas
    Jönköping International Business School, Jönköping, Sverige.
    Leadership and organization in born globals2013In: Current Issues in International Entrepreneurship / [ed] Hamid Etemad, Tage Koed Madsen, Erik S. Rasmussen, Per Servais, Cheltenham, UK: Edward Elgar Publishing, 2013, p. 38-69Chapter in book (Refereed)
  • 961.
    Wictor, Ingemar
    et al.
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Andersson, Svante
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Müllern, Tomas
    Jönköping International Business School, Sweden .
    Leadership and Organisation in Born Globals2011Conference paper (Refereed)
  • 962.
    Widén, Kristian
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Sustainability, Innovation and Management in Building (SIMB).
    Innovation roles for clients: implementing building information modelling2017In: Clients and Users in Construction: Agency, Governance and Innovation / [ed] Kim Haugbølle & David Boyd, Abingdon: Routledge, 2017, p. 214-228Chapter in book (Refereed)
  • 963.
    Widén, Kristian
    et al.
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Sustainability, Innovation and Management in Building (SIMB).
    Winkler, Charlotta
    WSP Environmental, Halmstad, Sweden.
    Identifying bottlenecks in the photovoltaic systems innovation ecosystem – an initial study2018Conference paper (Refereed)
    Abstract [en]

    Solar energy is likely to play a major role in future renewable energy systems. One important part in that is the integration of photovoltaic (PV) systems into the built environment. Earlier studies show that the institutional framework plays a major role for achieving a broad implementation of PV systems. It has however also shown that the value network of PV systems needs to be understood and developed further. In that respect, earlier research on innovation diffusion into the built environment shows the necessity of involving and understanding key stakeholders. Stakeholder analysis may help in identifying key stakeholders but fail in assessing the stakeholders’ role in the value network as it does not, for example, take into account the relational effects. Innovation Eco Systems is an approach that has the potential to do this as it addresses the alignment structure of the partners needed for the value proposition to occur. The aim with this initial study is to address the use of innovation ecosystem as a way of assessing implementation of PV systems in the built environment. Two structured workshops with two key stakeholder categories, Clients and Suppliers, were held to identify the main barriers for a broader implementation of PV systems into the built environment in Sweden. The main results show that the earlier studies were right in that the institutional framework is a major factor, but also that the value network is important and that the problems in the value network is perceived somewhat different between the two categories. This suggests that it will be necessary to address the value network from the perspective of the actors by applying an innovation ecosystem analysis. It also helped in identifying other important stakeholders in the value network that will be needed to include in the future studies. To summarize, the findings of this initial study suggest that innovation ecosystem will address a more comprehensive picture on the implementation of PV systems in the built environment. However, to be able to identify bottlenecks and subsequent solutions to these bottlenecks further studies of the complete innovation ecosystem, with its stakeholders, is necessary. The ongoing project is currently carrying out these studies in a Swedish context.

  • 964.
    Winborg, Joakim
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Pengar är inte allt: sociala nätverk skapar viktiga resurser2004In: Lokal ekonomi för hållbar tillväxt, Stockholm: Verket för näringslivsutveckling (NUTEK) , 2004, p. 93-98Chapter in book (Other (popular science, discussion, etc.))
    Abstract [sv]

    Utbildningen av potentiella och etablerade företagare bör ge dessa kreativa finansieringsmöjligheter mer utrymme. Idag läggs mycket tid och energi på att lära företagare hur man skriver och presenterar en affärsplan riktad till externa finansiärer. Genom att från början utgå från företagets aktiviteter och de resursbehov dessa skapar kan alternativa lösningar identifieras innan extern finansiering blir aktuellt. Finansiärer som inriktar sig på nya och små företag har mycket att vinna på att beakta värdet av olika bootstrappingmetoder för ett företags utveckling. att beakta värdet av olika bootstrappingmetoder för ett företags utveckling. Finansiell bootstrapping innebär att företaget kommer åt och utnyttjar andras resurser utan att detta syns i företagets balansräkning. Detta innebär att ett före-resurser utan att detta syns i företagets balansräkning. Detta innebär att ett företag i många fall är starkare än vad som framgår av dess balansräkning. Vid värderingen av nya och små företag bör finansiärer om möjligt beakta före-Vid värderingen av nya och små företag bör finansiärer om möjligt beakta företagets position i olika nätverk av företag. Företagets nätverksposition är näm-tagets position i olika nätverk av företag. Företagets nätverksposition är nämligen mycket viktig för möjligheterna att anskaffa de resurser företaget behöver. ligen mycket viktig för möjligheterna att anskaffa de resurser företaget behöver. Företagets position i olika nätverk inverkar också på möjligheterna att dra till sig resurser på förmånliga villkor. Företag som återfinns i centrum av ett nätverk har, allt annat lika, bättre möjligheter att bli framgångsrika.

  • 965.
    Winborg, Joakim
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Use of financial bootstrapping in new businesses: a question of last resort?2009In: Venture Capital: an International Journal of Entrepreneurial Finance, ISSN 1369-1066, E-ISSN 1464-5343, Vol. 11, no 1, p. 71-83Article in journal (Refereed)
    Abstract [en]

    This study examines motives for using financial bootstrapping in new businesses. First, it identifies and labels groups of new business founders based on their motives for using bootstrapping. Second, it examines the relation between variables referring to the founder and the business and the motives. The data were collected in a questionnaire sent by post to 120 new business founders in Swedish business incubators. The results show that 'lower costs' is the most important motive, followed by 'lack of capital', and, surprisingly, 'fun helping others and getting help from others'. On the basis of a cluster analysis three groups of founders were identified, based on differences in their motives for using bootstrapping. The groups were labeled cost-reducing bootstrappers, capital-constrained bootstrappers and risk-reducing bootstrappers. The relative experience of the founder is the most significant influence for using bootstrapping. As experience is gained the new business founder learns more about the advantages and motives for using bootstrapping. The resource acquisition behavior changes from initially focusing on reducing costs towards a proactive focus on reducing the risk in the business.

  • 966.
    Winborg, Joakim
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Knowledge Entrepreneurship and Enterprise Research (KEEN).
    Why do they use financial bootstrapping?: a quantitative study of new business managers2008In: Entrepreneurship, Sustainable Growth and Performance: Frontiers in European Entrepreneurship Research / [ed] Hans Landström, Hans Crijns, Eddy Laveren & David Smallbone, Cheltenham: Edward Elgar Publishing, 2008, p. 77-90Chapter in book (Refereed)
  • 967.
    Winborg, Joakim
    et al.
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Knowledge Entrepreneurship and Enterprise Research (KEEN).
    Landström, Hans
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Financial bootstrapping in small businesses - A resource-based view on small business finance1997In: Frontiers of entrepreneurship research 1997: proceedings of the Seventeenth Annual Entrepreneurship Research Conference / [ed] Reynolds, PD; Bygrave, WD; Carter, NM; Davidsson, P; Gartner, WB; Mason, CM; McDougall, PP, Babson Park: Center for Entrepreneurial Studies, Babson College , 1997, p. 471-485Conference paper (Refereed)
    Abstract [en]

    It seems fair to argue that a major parr of the research in small business finance has been focused on the supply of capital, departuring from a rather narrow definition of finance referring mainly to "capital" as such. In our opinion research in small business finance has to originate from the small business manager's own logic, and the definition of finance has to be extended to include the different resources needed in the business. In line with this reasoning this study focuses on small business managers' use of measures in order to meet the need for resources without using external capital from institutional sources, called financial bootstrapping measures. The focus on resources needed makes us believe that the resource-based theory can be fruitful in order to help us understand small business finance. The research process was initiated with a number of exploratory interviews. On the basis of this empirical framework, together with a literature study, a questionnaire was constructed and sent to 900 small business managers in Sweden. From the explorative interviews a total of 32 different bootstrapping measures were identified. The bootstrapping measures were separated into two comprehensive groups of measures; (i) measures with the aim of reducing need for capital, and (ii) measures used in order to meet need for capital. The cluster analysis undertaken resulted in the identification of six clusters of bootstrappers, differing fundamentally from each other with respect to the use of bootstrapping measures. Further, independent variables discriminating between the six clusters were isolated in order to get a picture of the typical business in each cluster. On the basis of these pictures the six clusters were labelled: (1) delaying bootstrappers, (2) relationship oriented bootstrappers, (3) subsidy bootstrappers, (4) minimizing bootstrappers, (5) non-bootstrappers and finally, (6) the private owner financed bootstrappers. For future research and policy making we would like to emphasize the importance of broadening the focus when discussing small business finance, to include the small business manager's own logic encompassing the resource acquisition process as such, in order to better understand the way small business managers handle capital requirements.

  • 968.
    Winborg, Joakim
    et al.
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Landström, Hans
    Halmstad University, School of Business and Engineering (SET).
    Financial bootstrapping in small businesses: Examining small business managers' resource acquisition behaviors2001In: Journal of Business Venturing, ISSN 0883-9026, E-ISSN 1873-2003, Vol. 16, no 3, p. 235-254Article in journal (Refereed)
    Abstract [en]

    In recent years, small businesses have received much attention from policy makers and researchers, in that these businesses are considered important for economic growth and job creation. At the same time small businesses are assumed to face major problems in securing long-term external finance, which is regarded as restraining their development and growth. Small business managers are assumed to use institutional finance as a means of meeting the need for resources, and as a consequence the major part of the research on small business finance has focused on constraints in the supply of institutional (market) finance. As we see it, most small business managers handle the need for resources using means other than external finance by applying different kinds of financial bootstrapping methods. Financial bootstrapping refers to the use of methods for meeting the need for resources without relying on long-term external finance from debt holders and/or new owners. However, these other means of resource acquisition have, with few exceptions, not been focused on within earlier research on small business finance. Against this background, the purpose of this study is to describe small business managers' use of different financial bootstrapping methods, and, more importantly, to develop concepts that can help Its better understand small business managers' financial bootstrapping behaviors. The research process was initiated with a number of unstructured interviews conducted with small business managers, accountants, consultants, bank officials, and researchers, in order to identify different financial bootstrapping possibilities. On the basis of the interviews and an earlier study on financial bootstrapping, resulting in the identification of 32 bootstrapping methods, a questionnaire was constructed and sent to 900 small business managers in Sweden. Given the limited knowledge within the area of financial bootstrapping, the study is based on explorative factor analysis and cluster analysis. From the cluster analysis six clusters of bootstrappers were identified differing from each other with respect to the bootstrapping methods used and the characteristics of the business. On the basis of this information the different clusters were labeled: (I) delaying bootstrappers; (2) relationship-oriented bootstrappers; (3) subsidy-oriented bootstrappers; (4) minimizing bootstrappers; (5) non-bootstrappers; and (6) private owner-financed bootstrappers. The groups of financial bootstrappers show differences in their orientation toward resource acquisition, representing different aspects of art internal mode of resource acquisition a social mode of resource acquisition, and a quasi-market mode of resource acquisition. We find that the delaying bootstrappers, private owner-financed bootstrappers, and minimizing bootstrappers all represent an internal mode of resource acquisition. The relationship-oriented bootstrappers follow a socially oriented mode of resource acquisition, whereas the subsidy-oriented bootstrappers apply quasi-market oriented resource acquisition. This study contributes to our empirical understanding by providing knowledge about the financial bootstrapping methods used in small businesses Furthermore, by developing concepts this study contributes to the conceptual development of our knowledge about financial bootstrapping. The implication of this study is that financial bootstrapping is a phenomenon which deserves more attention in future research on small business finance. At the same time, financial bootstrapping behavior is probably a more general phenomenon appearing in different contexts, such as R&D activities in large businesses, financing startups, etc. Finally, the study points out implications for small business managers, consultants, teachers, etc. Practitioners often tend to focus on market solutions to resource needs. This study shows, however, that this strong focus cart be questioned. Resources needed in small businesses can in many situations be secured using financial bootstrapping methods, referring to internally oriented and socially oriented resource acquisition strategies.

  • 969.
    Winborg, Joakim
    et al.
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Knowledge Entrepreneurship and Enterprise Research (KEEN).
    Politis, Diamanto
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Knowledge Entrepreneurship and Enterprise Research (KEEN).
    Can bootstrapping be learnt from experience?: the role of human capital for explaining bootstrapping orientation in new businesses2009Conference paper (Other academic)
  • 970.
    Wolfsteller, Corinna
    et al.
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Centre for Technology, Innovation and Marketing Management (CTIM2).
    Wang, Yichen
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Centre for Technology, Innovation and Marketing Management (CTIM2).
    The interactive process of mass customization2011Independent thesis Advanced level (degree of Master (One Year)), 10 credits / 15 HE creditsStudent thesis
    Abstract [en]

    Expressing the individual personality with the help of the products, people use, and the mass customization are getting closer to our daily life. As a result, more and more companies have begun to implement mass customization in different industries. Also, flexible production becomes a key factor to win the market after more online customization appear and connect different demanders across the borders. Between companies and customers, there exists an important connection which is the interactive process influencing mass customization. An interactive process consists of three parts which are named: information about customers, trans-formation of data and use of information to produce more products. However, there are a lot of factors that will affect the interactive process and finally set thereby requirements for mass customization. During this research, the authors use a qualitative case study and deductive ap-proach to obtain a theoretical model. Through interviewees with two managers of Dooria AB and a visit of the factory in Kungsätter, the authors identified high quality approach, experienced employees, high loyalty of employees, flexibility of human capital, flexibility of production, feedback of customers, education information flow and interaction as important factors which influence the interactive process. Hence, this investigation provides insights about the interrelations between these factors. So, manager in similar industries can identify the situation of their own company and improve the efficiency mass customization.

  • 971.
    Wood, Greg
    et al.
    Bowater School of Management and Marketing, Deakin University, Warrnambool, Australia.
    Svensson, Göran
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Centre for International Marketing and Entrepreneurship Research (CIMER).
    Singh, Jang
    Odette School of Business, University of Windsor, Canada.
    Carasco, Emily
    University of Windsor, Canada.
    Callaghan, Michael
    Bowater School of Management and Marketing, Deakin University, Warrnambool, Australia.
    Implementing the Ethos of Corporate Codes of Ethics: Australia, Canada and Sweden2004In: Business Ethics. A European Review, ISSN 0962-8770, E-ISSN 1467-8608, Vol. 13, no 4, p. 389-403Article in journal (Refereed)
  • 972.
    Yar Hamidi, Daniel
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL). University of Borås, Borås, Sweden.
    Chairperson leadership and entrepreneurial strategic posture in SMEs: a conceptual framework and research model2016Conference paper (Refereed)
    Abstract [en]

    This paper outlines a conceptual framework with a research model for understanding innovation-promoting board leadership in entrepreneurial small and medium-sized enterprises (SMEs). The framework and research model depict the behavioural aspects of board leadership and how these are related to strategy development and the entrepreneurial strategic posture of entrepreneurial SMEs. Engaging in innovation is identified as a fundamental strategic posture in entrepreneurial SMEs. The advantages of a team production perspective on board leadership embedded in behavioural theories are discussed, as are the theoretical and managerial implications of the proposed framework and research model.

  • 973.
    Yar Hamidi, Daniel
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL). University of Borås, Borås, Sweden.
    Governance for Innovation – Board Leadership and Value Creation in Entrepreneurial Firms2016Doctoral thesis, comprehensive summary (Other academic)
    Abstract [en]

    This dissertation has identified, developed and empirically tested concepts associated with the capacity of chairpersonship to promote innovation in entrepreneurial small and medium-sized enterprises (SMEs). A multi-methodological approach is applied in five studies, comprising a systematic literature review, three empirical studies and a concluding conceptual paper.

    The dissertation focuses on how the chairperson of the board of directors influences value creation in entrepreneurial SMEs. Value creation in this context is about the performance of strategic leaders at entrepreneurial firms’ upper echelons in acting and making strategic choices aimed at increasing firms’ capability to engage in innovation. Innovation is defined as the generation and/or adoption of an idea or behaviour, relating to a product, service, device, system, policy or program, which is new to the adopting organization.

    Innovation has been widely recognized as a concept central to economic growth and societal development. Governance is widely recognized as essential for the support and development of innovations in firms. However, the academic literature is scarce regarding how the chairperson of the board can contribute to and promote innovation in SMEs.

    This dissertation offers theoretical and empirical insights into how the chairperson of the board of directors influences value creation in entrepreneurial SMEs. In this respect, the dissertation offers a conceptual framework and a research model for understanding board leadership in promoting innovation in entrepreneurial SMEs. The framework and research model emphasize the behavioural aspects of board leadership and show how these are related to the development of entrepreneurial SMEs.

    Furthermore, the findings in this dissertation provide actionable knowledge for practitioners and policymakers. In this respect, the dissertation contributes theoretical and empirical understandings of the benefits of employing external chairpersons with relevant knowledge and experience in SMEs. These insights also provide practitioners with advice on the qualifications and processes that can help them to develop innovation-promoting boards.

  • 974.
    Yar Hamidi, Daniel
    et al.
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Gabrielsson, Jonas
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Chairpersonship and board strategy involvement in small and medium-sized enterprises2018In: Journal of Leadership, Accountability and Ethics, ISSN 1913-8059, Vol. 15, no 2, p. 86-97Article in journal (Refereed)
    Abstract [en]

    A critical issue when setting up a board of directors in small and medium-sized enterprises relates to the chairperson position. This study examines whether and how chairperson’s experience and leadership influence the extent to which the board of directors is involved in strategy. We rely on survey data from multiple respondents in 326 firms and use regression analysis to test our hypotheses. We find that chairpersons’ board experience and leadership efficacy have a positive and significant effect on boards’ involvement in strategy. Our findings provide ample support for the significance of chairperson behaviours in explaining board outcomes in firms.   

  • 975.
    Yar Hamidi, Daniel
    et al.
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL). University of Borås, Borås, Sweden.
    Gabrielsson, Jonas
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL). Lund University, Lund, Sweden.
    Developments and Trends in Research on Board Leadership: A Systematic Literature Review2014In: International Journal of Business Governance and Ethics, ISSN 1477-9048, E-ISSN 1741-802X, Vol. 9, no 3, p. 243-268Article in journal (Refereed)
    Abstract [en]

    This paper presents a systematic literature review of 139 articles on board leadership that were published in business and management journals since 1980s. Journal names, author country affiliations, topics and focus levels, theories, empirical contexts, and methodologies are presented and analysed. We also assemble and analyse this data thematically in order to identify and frame developments and trends in researchers ideas on board leadership. This analysis provides guidance for researchers by identifying different research streams on board leadership. The analysis may also serve as basis for theory development in board leadership research that can inform policymaking and best practice recommendations. Copyright © 2014 Inderscience Enterprises Ltd.

  • 976.
    Zattoni, Alessandro
    et al.
    LUISS University and Business School, Rome, Italy.
    Witt, Michael A.
    INSEAD, Singapore, Singapore.
    Judge, William Q.
    Old Dominion University, Norfolk, VA, USA.
    Talaulicar, Till
    University of Erfurt, Erfurt, Germany.
    Chen, Jean Jinghan
    Xian Jiaotong-Liverpool University, Suzhou, China & Nankai University, Tianjin, China.
    Lewellyn, Krista
    University of Wyoming, Laramie, WY, USA.
    Hu, Helen Wei
    University of Melbourne, VIC, Australia.
    Gabrielsson, Jonas
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Luis Rivas, José
    ITAM School of Business, Mexico DF, Mexico.
    Puffer, Sheila
    D’Amore-McKim School of Business, Northeastern University, Boston, MA, USA.
    Shukla, Dhirendra
    University of New Brunswick, Fredericton, Canada.
    Lopez, Felix
    University of Valladolid, Valladolid, Spain.
    Adegbite, Emmanuel
    Leicester Business School, De Montfort University, Leicester, United Kingdom.
    Fassin, Yves
    Ghent University, Ghent, Belgium.
    Yamak, Sibel
    University of Wolverhampton, Wolverhampton, United Kingdom.
    Fainshmidt, Stav
    Florida International University, Miami, FL, USA.
    van Ees, Hans
    University of Groningen, Groningen, Netherlands.
    Does board independence influence financial performance in IPO firms?: The moderating role of the national business system2017In: Journal of world business (Print), ISSN 1090-9516, E-ISSN 1878-5573, Vol. 52, no 5, p. 628-639Article in journal (Refereed)
    Abstract [en]

    Prior evidence suggests that board independence may enhance financial performance, but this relationship has been tested almost exclusively for Anglo-American countries. To explore the boundary conditions of this prominent governance mechanism, we examine the impact of the formal and information institutions of 18 national business systems on the board independence-financial performance relationship. Our results show that while the direct effect of independence is weak, national-level institutions significantly moderate the independence-performance relationship. Our findings suggest that the efficacy of board structures is likely to be contingent on the specific national context, but the type of legal system is insignificant. © 2017 Elsevier Inc.

  • 977.
    Örtenblad, Anders
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    A typology of the idea of learning organization2002In: Management Learning, ISSN 1350-5076, E-ISSN 1461-7307, Vol. 33, no 2, p. 213-230Article in journal (Refereed)
    Abstract [en]

    A typology of the idea of 'learning organization' is developed and presented. The typology is inductively created and based on how the term 'learning organization' is used in the literature and by practitioners. Four distinct hypes of understanding were found: 'organizational learning, 'learning at work, 'learning climate' and 'learning structure'. The same types of understanding seem to appear both in the literature and in accounts made by practitioners. Thus the term 'learning organization' is probably not unduly confusing to the practitioners. Instead, the different versions of the idea in the literature seem to give companies the opportunity to choose a version suitable for their specific situation.

  • 978.
    Örtenblad, Anders
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Achieving organizational independence of employees’ knowledge using knowledge management, organizational learning, and the learning organization2009In: Handbook of research on knowledge-intensive organizations / [ed] Dariusz Jemielniak & Jerzy Kociatkiewicz, Hershey, PA: IGI Global, 2009, p. 229-242Chapter in book (Other academic)
    Abstract [en]

    The ambition of this chapter is to pay some attention to more obvious, as well as more subtle, methods for organizations to become independent of the individual’s subjective knowledge, from the employees’ point of view. Terms such as ’knowledge sharing’, ’knowledge transfer’, and ’learning for all’ are almost always seen as being positive for both employers and employees. However, this chapter will critically examines those terms. Three popular management ideas relating to knowledge and/or learning have been analysed from a ’knowledge control’ perspective: knowledge management, organizational learning, and the learning organization. The main conclusion of this conceptual and elaborating chapter is that the more current and less academic ideas of the learning organization and knowledge management contain the same tools as the idea of ’old’ organizational learning as regards gaining control over knowledge, but that these two ideas additionally contain other knowledge control measures, which are more refined, in the sense that they are less obvious as knowledge control measures. The idea of ’new’ organizational learning, however, is less suited to knowledge control, since it implies that knowledge is not storable. In other words, the chapter’s contribution is an analysis of some of the most popular management ideas that deal with knowledge and/or learning relating to the organizational/employer independence of subjective knowledge, from the employees’ point of view, something which is rarely seen. © 2009, IGI Global.

  • 979.
    Örtenblad, Anders
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Are the right persons involved in the creation of the learning organization?2005In: Human Resource Development Quarterly, ISSN 1044-8004, E-ISSN 1532-1096, Vol. 16, no 2, p. 281-284Article in journal (Refereed)
    Abstract [en]

    A conventional explanation of the short notice that many management ideas get is that they are only fashions. This article presents a complementary explanation. Based on Jung's personality types and my own experiences, I suggest that mostly only people with a certain type of personality become interested in ideas such as the learning organization. I further argue that all four of Jung's personality types must join in the sculpting of learning organizations if organizations are to succeed in becoming such organizations and continue being it, and, accordingly, if the idea is to survive in the long run.

  • 980.
    Örtenblad, Anders
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Educating everyone in humanities for both post-bureaucracy and bureaucracy: a response to John Hendry2006In: Management Learning, ISSN 1350-5076, E-ISSN 1461-7307, Vol. 37, no 3, p. 291-294Article in journal (Refereed)
    Abstract [en]

    Comments on an article by John Hendry. In the main, the commentator agree with Hendry in his description of the 'intellectual tyranny of the economic mindset' and in his concern for other values and goals in business society. Management education definitely needs other than economic goals, as Hendry argues. The commentators arguments for the humanities are slightly different, though, from Hendry's, and he do not think that managers are the only group that needs education in the humanities. Finally, the commentator would like to add a few subjects and methods to those that Hendry suggests should be involved in humanities education for business students. In addition to history and literature, which Hendry suggests, the commentator also recommend education in ethics.

  • 981.
    Örtenblad, Anders
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Guest editorial for special section: Are organizations able to learn?2009In: Learning Inquiry, ISSN 1558-2973, Vol. 3, no 1, p. 21-23Article in journal (Refereed)
  • 982.
    Örtenblad, Anders
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Of course organizations can learn!2005In: Learning Organization, ISSN 0969-6474, E-ISSN 1758-7905, Vol. 12, no 2, p. 213-218Article in journal (Refereed)
    Abstract [en]

    This is a comment for all those writers who claim that organizations cannot learn. The author consistently rejects this notion. Rather the author contends that organizations can learn, in at least two different ways. The author reviews some of the common arguments against organizational learning, and tries to answer the opponents. The main argument against the critics is that they are too busy to look for evidence that organizations are not like individuals and that organizations therefore cannot learn. Instead, the author argues that it is a question of level of analysis. The author also suggests that theories as well as knowledge in general are metaphoric, implying that organizations as such of course are able to learn. The organizational learning perspectives can, of course, be used by employers and managers in order to avoid efforts that help the individuals to learn. But they can also be appropriate perspectives of learning that help in avoiding large investments on organizational learning efforts that might be unnecessary.

  • 983.
    Örtenblad, Anders
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    On differences between organizational learning and learning organization2001In: Learning Organization, ISSN 0969-6474, E-ISSN 1758-7905, Vol. 8, no 3, p. 125-133Article in journal (Refereed)
    Abstract [en]

    This conceptual paper looks at and discusses differences between the concepts of organizational learning and (the) learning organization. Since there still seems to be confusion regarding the meaning of the two concepts, aims to clarify the two main existing distinctions, that organizational learning is existing processes while learning organization is an ideal form of organization. Also distinguishes between a traditional and a social perspective of organizational learning, which the existing distinctions have not ‚ at least not explicitly. Thus, distinctions are made between three concepts. In addition to the improvement of the existing distinctions, suggests two complementary ones ‚ entities of learning and knowledge location. These two distinctions might make it easier to distinguish also between the two perspectives of organizational learning.

  • 984.
    Örtenblad, Anders
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Organizational learning: a radical perspective2002In: International journal of management reviews (Print), ISSN 1460-8545, E-ISSN 1468-2370, Vol. 4, no 1, p. 87-100Article in journal (Refereed)
    Abstract [en]

    This paper reviews the organizational learning literature. For many years, organizational learning theory has been based on a functionalistic paradigm, but an interpretive paradigm now seems to be attaining dominance. However, neither of these perspectives of organizational learning is truly radical in the sense of challenging conditions of power and control in organizations. There are some critical texts on organizational learning (and the learning organization), but they go no further than criticism. Therefore, this paper tries to illustrate what we can call a radical perspective of organizational learning, based on themes in the critical works. The radical perspective of organizational learning implies an organization where the individuals learn as free actors. However, there are norms or rules to guarantee freedom. The learning space in the organization guarantees the occurrence of different opinions, and allows everyone to reflect upon their actions and learning. Working time and employee commitment are restricted so that work does not interfere too much with other undertakings. All employees are guaranteed permanent appointments. Finally, in the radical perspective of organizational learning, organizations die to make place for others when their missions are accomplished. After presenting the radical perspective of organizational learning, I outline some questions for future research and indicate the necessity of further development of such a perspective.

  • 985.
    Örtenblad, Anders
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Senge’s many faces: problem or opportunity?2007In: Learning Organization, ISSN 0969-6474, E-ISSN 1758-7905, Vol. 14, no 2, p. 108-122Article in journal (Refereed)
    Abstract [en]

    Purpose - The purpose of this paper is to discuss both possibilities and problems with Senge’s (1990) many faces in The Fifth Discipline, i.e. the fact that different authors refer to different excerpts from his book as his version of the learning organization. Design/methodology/approach - The paper shows that the authors’ understandings of Senge, in which a literature review resulted, are seen in the light of theories of travelling of management ideas, particularly the "translation model". Findings - The paper finds that both possibilities and problems with Senge’s many faces were found. A fatal problem is that the many faces jeopardize the confidence in the concept and eventually its existence. But the strong connections to Senge’s book, that the authors have, reduces the problems, and Senge’s many faces might not cause that much trouble after all. Research limitations/implications - The paper shows that anyone who wishes to can, for different reasons, refer to Senge, and his version of the learning organization, and thereby gain legitimacy. One does not have to be very accurate; as it seems, almost anything goes. Practical implications - In the paper the "translation model" is divided into two sub-models, which probably will sharpen future translation research. Originality/value - The paper is a study in which it is shown how authors understand other authors. This is an example that is rarely seen. Both possibilities and problems are discussed with vagueness to Senge’s many faces. This is not very common. A special case of the translation model is developed (the "smorgasbord model"), better suited to deal with the type of idea that focuses on copying of excerpts from a specific book than the traditional translation model (the "whispering game model").

  • 986.
    Örtenblad, Anders
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    The learning organization: towards an integrated model2004In: Learning Organization, ISSN 0969-6474, E-ISSN 1758-7905, Vol. 11, no 2, p. 129-144Article in journal (Refereed)
    Abstract [en]

    This article presents an integrated model of the learning organization. It is based on empirical research of the learning organization literature, as well as on practitioners' understandings of the concept where learning organizations were often described in terms of four distinct individual aspects, no more and no less. This article argues these aspects cannot be treated as separate, and that the four aspects have to be combined in order to create a true learning organization. The four aspects are: learning at work; organizational learning; developing a learning climate; and creating learning structures. The article suggests that only those organizations that have implemented all of the aspects should be called ‚"learning organizations", and those organizations that have implemented only one aspect should be called "partial learning organizations"

  • 987.
    Örtenblad, Anders
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Toward a contingency model of how to choose the right type of learning organization2004In: Human Resource Development Quarterly, ISSN 1044-8004, E-ISSN 1532-1096, Vol. 15, no 3, p. 347-350Article in journal (Refereed)
    Abstract [en]

    The learning organization is in itself a vague idea, and many argue that the idea must be adapted to each single organization and its particular needs before it can be implemented. There is very little guidance, though, on how to adapt the (vague) idea. This forum piece therefore tentatively suggests a contextual model of how to choose the right type of learning organization, among four types. It also suggests some areas where research is needed in order to develop the model further.

  • 988.
    Örtenblad, Anders
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Vague and Attractive: Five Explanations of the Use of Ambiguous Management Ideas2005In: Philosophy of Management, ISSN 1740-3812, E-ISSN 2052-9597, Vol. 5, no 1, p. 45-54Article in journal (Refereed)
    Abstract [en]

    This paper reviews the literature on the diffusion and popularity of vague management ideas. Is it the vagueness in itself that makes them so popular, or are there other explanations? Five possible explanations for the attraction of ambiguous management ideas are suggested: (i) concretising; (ii) symbolic legitimisation; (iii) seduction; (iv) unknown use; and (v) challenge. Some of the explanations are explicitly suggested in the literature, whereas others are explanations offered by the present author on the basis of a review of the literature. The five explanations are categorised according to the level of consciousness of the use of vague ideas among the users, and according to whether the ideas are implemented in actual practice or used only in talk. The present paper also discusses what management researchers could do to help those who use vague management ideas. © 2005, Springer International Publishing AG.

  • 989.
    Örtenblad, Anders
    et al.
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL).
    Ulvenblad, Pia
    Halmstad University, School of Business and Engineering (SET), Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Knowledge Entrepreneurship and Enterprise Research (KEEN).
    A Little About a Lot: On Scientific Reports and Reference Techniques2012 (ed. 1)Book (Other academic)
  • 990.
    Österberg, Ellen
    et al.
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Sustainability, Innovation and Management in Building (SIMB).
    Vilén, Anna
    Halmstad University, School of Business, Engineering and Science, Centre for Innovation, Entrepreneurship and Learning Research (CIEL), Sustainability, Innovation and Management in Building (SIMB).
    Utökad sätesjustering av “The Armadillo“2018Independent thesis Basic level (university diploma), 180 HE creditsStudent thesis
    Abstract [en]

    This report describes a solution to an adjustment problem found on “The Armadillo”. This product can be described as a bicycle, but with four wheels instead of two, and has a somewhat more complex construction than an electric bicycle. In today’s construction there are difficulties in using the bike if the driver is not within the range of 170-190 cm tall, which obviously limits the user of the product. The main user are those who work with the product. The task of the project was therefore to find a solution to this problem, with free hands without major limitations. This has been done in cooperation the company that owns the product, Velove, where a couple of visits have been made to study the design further, as well as examine the possibilities and limitations that exist. Methods such as Fredy Olsson with small modification have been used, this has simplified the work as a clear structure has been obtained on approaches. The project group has used different ideas to generating and evaluating product ideas, including where we included other students for inspiration, in order to reach a promising concept within the group. Two ready-made digital prototype concepts have been developed in Catia V5, where one of them has advanced into a physical prototype in plastic material. The construction allows a longer span and allows more drivers to use today’s Armadillo. The solution is another smaller rail that goes over the today’s existing rail witch makes it possible to further adjust the length span for the driver. The construction is a superstructure on the existing Armadillo and does not require a reconstruction of the bike.

17181920 951 - 990 of 990
CiteExportLink to result list
Permanent link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf