Jon-Arild Johannessen
-
16 publications
-
7220 downloads
-
6252 views
- 1384 Views
-
0 books
-
Innovative leadership in organizations: The road to innovation performance
Jon-Arild Johannessen , Hugo SkaalsvikProblems and Perspectives in Management Volume 12, 2014 Issue #2 (cont.)
Views: 497 Downloads: 302 TO CITE -
Service innovation: suggesting a typology of service innovation
Hugo Skaalsvik , Jon-Arild Johannessen -
Innovations in the global knowledge economy: consequences for organizations
Jon-Arild Johannessen , Hugo SkaalsvikProblems and Perspectives in Management Volume 12, 2014 Issue #4 (cont.)
Views: 774 Downloads: 215 TO CITE -
The new functions of the HR-departments of the future
Daniel , J. Adriaenssen , Jon-Arild JohannessenProblems and Perspectives in Management Volume 13, 2015 Issue #2 (cont.) pp. 202-210
Views: 428 Downloads: 284 TO CITE -
Strategic entrepreneurship and intrapreneurial intensity
Hanne Stokvik , Daniel J. Adriaenssen , Jon-Arild Johannessen doi: http://dx.doi.org/10.21511/ppm.14(2-2).2016.11Problems and Perspectives in Management Volume 14, 2016 Issue #2 (cont. 2) pp. 348-359
Views: 1831 Downloads: 530 TO CITEProblem: the concept of strategic entrepreneurship remains underdeveloped. Research question: how can various aspects of strategic entrepreneurship provide us with more insight into intrapreneurial intensity? Purpose: to shed some light on the concept of strategic entrepreneurship. The aim is to discuss three aspects of strategic entrepreneurship: risk, knowledge processes and value creation. Methodology: conceptual generalization. Findings: 1. A mini-theory is developed on the basis of the insights reached. 2. A development of Kirzner’s concept of hidden knowledge as the foundation for entrepreneurship and innovation in organizations
-
Aspects of a knowledge theory for new venture creation: management, policy and methodological implications
Hanne Stokvik , Daniel J. Adriaenssen , Jon-Arild Johannessen , Hugo Skålsvik doi: http://dx.doi.org/10.21511/ppm.14(2-1).2016.04Problems and Perspectives in Management Volume 14, 2016 Issue #2 (cont. 1) pp. 155-163
Views: 2028 Downloads: 4078 TO CITEThe problem studied is related to new venture creation. The question the authors will examine here is: What are the knowledge conditions for new venture creation? The methodology used is conceptual generalization. The purpose of the paper is to bring new understandings to venture creation. In attempting to answer the research question, the authors hope to make a contribution to a policy for supporting entrepreneurship, both corporate entrepreneurship and independent entrepreneurship. The approach the authors adopt here has its roots in the Austrian School. The area of research is the global knowledge economy of the 21st century. Finding one, in this paper, is that entrepreneurial policy has to take four types of knowledge (explicit, tacit, implicit, hidden) into consideration in order to effectively bring forward new venture creation. Finding two is a mini theory, i.e., a system of propositions for new venture creation. Finding three is a system of methodology developed to bring forward the four knowledge types mentioned in finding one
-
How can we improve the effectiveness of HRM strategy? A model for future research
Daniel J. Adriaenssen , Jon-Arild Johannessen , Helene Sætersdal doi: http://dx.doi.org/10.21511/ppm.14(2-1).2016.06Problems and Perspectives in Management Volume 14, 2016 Issue #2 (cont. 1) pp. 175-182
Views: 1864 Downloads: 901 TO CITEIt is unclear what is meant by human resources (HR) practices at various levels: individual (micro); organizational (meso); and general (macro). An important objective of this article is to develop a model for future research into strategic HR management. Problem for discussion is how can organizations maintain their competitive position with the help of strategic HR management? Research questions: 1. How can strategic HR management be understood at different levels? 2. What knowledge base do the authors have for strategic HR management? Method of research – conceptual generalization. Findings: 1. The authors have developed a typology for the different levels (micro, meso and macro) and the various perspectives: behavioral; resource-based; knowledge-based and dynamic capabilities. 2. The authors have developed a research model for future research into strategic HR management, which takes account of the particular level and the knowledge perspective that has been applied. At the same time, the model illustrates examples of HR practices at different levels, HR management results, and organizational performance
-
Prospect theory as an explanation for resistance to organizational change: some management implications
Daniel J. Adriaenssen , Jon-Arild Johannessen doi: http://dx.doi.org/10.21511/ppm.14(2).2016.09Problems and Perspectives in Management Volume 14, 2016 Issue #2 pp. 84-92
Views: 2453 Downloads: 510 TO CITEThe problem in organizational change projects is that people often resist organizational change. Many change projects in organizations do not reach their goals. The question is why? This paper investigates how prospect theory can be used to explain people’s resistance to organizational change. Prospect theory is based on research from Kahneman and Tversky. If we know why people resist organizational change, we as leaders can do something to promote the change project. The objective of this article is to advise managers and leaders on ways of reducing resistance to organizational change. The authors identify seven propositions that explain how managerial strategies reduce organizational change. They recommend seven measures that may be employed by management to obtain support for projects implementing organizational change
-
Strategic HRM: What will work be like in the future, and what impact will changes have on HR departments? Theoretical discussion and practical implications
Daniel J. Adriaenssen , Jon-Arild Johannessen , Helene Sætersdal doi: http://dx.doi.org/10.21511/ppm.14(1).2016.11Problems and Perspectives in Management Volume 14, 2016 Issue #1 pp. 94-104
Views: 2063 Downloads: 290 TO CITEThe issue the authors are investigating is how work will evolve in the future. The question discussed here is as follows: What will work be like in the future, and what impact will changes have on HR departments?
To answer this question, the authors have established the following research questions: 1. What will be the context for work in the future, and how will HR departments be affected? 2. How can organizations develop ideas and innovate, and how will HR departments be affected in the future?
Method: Conceptual generalization. Findings: In the future, work will be largely compartmentalized and performed using specialist skills. Those organizations that survive will be extremely adaptable. Many organizations will be managed in accordance with a logic whereby their component parts are distributed across the global economy according to the following principles: extreme focus on costs, quality and expertise, and a high level of focus on innovation -
Managing knowledge resources
Hanne Stokvik , Daniel J. Adriaenssen , Jon-Arild Johannessen , Helene Sætersdal doi: http://dx.doi.org/10.21511/ppm.14(1).2016.12Problems and Perspectives in Management Volume 14, 2016 Issue #1 pp. 105-116
Views: 2153 Downloads: 196 TO CITEThis article discusses the development of the type of knowledge held to be crucial for creativity and innovation, and which is referred to here as hidden knowledge.
The research question investigated is: How can organizations develop hidden knowledge?
The first purpose of the article is to bring forth a type of knowledge which can give some foundation for knowledge management and innovation. The second objective is to give some foundation for the HR-department, in order to bring knowledge management theory to practical use. The authors develop five propositions concerning a mini theory for the development of hidden knowledge. A descriptive framework of “knowledging” is also developed at the individual, team and organizational levels, for tacit, implicit, explicit and hidden knowledge, which can be used of the HR-department to increase innovation in the organization -
Tacit knowledge, organizational learning and innovation in organizations
Hanne Stokvik , Daniel Adriaenssen , Jon-Arild Johannessen doi: http://dx.doi.org/10.21511/ppm.14(3-1).2016.11Problems and Perspectives in Management Volume 14, 2016 Issue #3 (cont. 1) pp. 246-255
Views: 975 Downloads: 589 TO CITEProblem: We don’t know how tacit knowledge, organizational learning and innovation are linked. Research question: What is the relation between tacit knowledge, organizational learning and innovation? Methodology: Conceptual generalizing. Purpose: To create a link between tacit knowledge, organizational learning and innovation.
Contribution:
1. The authors develop a typology for tacit knowledge and organizational learning that may help us to understand the interaction between different types of tacit knowledge, organizational learning and innovation.
2. The research of the authors shows that tacit knowledge may be said to have three faces: one conservative that limits the continuous improvement process, a second that guards an organization against imitation, and a third that promotes innovation.
3. The authors develop a theory, i.e., a system of propositions related to how do different types of tacit knowledge and organizational learning influence innovation?Keywords: tacit knowledge, organizational learning, innovation.
JEL Classification: M10 -
Leadership aiming at innovation: suggesting and discussing four roles of an innovation leader
Hugo Skålsvik , Daniel Adriaenssen , Jon-Arild Johannessen doi: http://dx.doi.org/10.21511/ppm.14(3-2).2016.10Problems and Perspectives in Management Volume 14, 2016 Issue #3 (cont. 2) pp. 537-548
Views: 2069 Downloads: 241 TO CITEOrganizations often experience problems and challenges due to the development of rigid bureaucratic rules and procedures, which may represent obstacles to creativity and innovation. In a global knowledge economy, innovation is an important competitive parameter. Consequently, anything that may stimulate innovation in an organization’s creative energy fields is valuable. This paper addresses one question: What management roles of an innovation leader may enhance the development of innovation in an organization’s creative energy fields? Methodology used is conceptual generalization.
The article suggests, clarifies and discusses four roles of an innovation leader’s that may have a positive impact on an organization’s innovation performance in creative energy fields. The roles are conceptualized as “the innovation leader as an expert”, “the innovation leader as a reputation builder”, “the innovation leader as a relationship builder”, and the “innovation leader as a creative change force”. The article argues how these four roles are important in promoting innovation in organizations. By doing this, the article contributes to the extant knowledge on how four different roles of an innovation leader’s may enhance an organization’s innovation performance in creative energy fields.Keywords: the knowledge society, innovation in organizations, creative energy fields, innovation leaders, roles of an innovation leader.
JEL Classification: O31, O33, D83 -
Knowledge management and performance: developing a theoretical approach to knowledge workers’ productivity, and practical tools for managers
Deniel J. Adriaenssen , Dagny A. Johannessen , Jon-Arild Johannessen doi: http://dx.doi.org/10.21511/ppm.14(3-3).2016.10Problems and Perspectives in Management Volume 14, 2016 Issue #3 (cont. 3) pp. 667-676
Views: 2117 Downloads: 515 TO CITEIssue: The number of knowledge workers continues to grow, but we know little about what factors will promote knowledge workers’ productivity.
Problem for discussion: How can managers promote knowledge workers’ productivity?
Purpose: To develop aspects of a theory to promote knowledge workers’ productivity.
Method: Conceptual generalization.
Findings: Seven propositions (a mini-theory) for knowledge workers’ productivity.Keywords: knowledge worker, productivity, theory.
JEL Classification: M1 -
Systemic value creation in knowledge organizations: aspects of a theory
Daniel Adriaenssen , Dagny Johannessen , Helene Sætersdal , Jon-Arild Johannessen doi: http://dx.doi.org/10.21511/ppm.15(1).2017.04Problems and Perspectives in Management Volume 15, 2017 Issue #1 pp. 45-54
Views: 2432 Downloads: 883 TO CITE АНОТАЦІЯThe phenomenon under investigation is the transition from an industrial society to a society that is based to a larger extent on knowledge resources. The question the authors are investigating is: What are the key value creation processes in a knowledge-based organization? The objective of the article is to understand and explain the social mechanisms that influence the development of knowledge-based organizations. The method used is conceptual generalization. The findings are linked to a new emphasis on information structure (infostructure), and a new way of organizing (front line focus), the modulization of work processes, and global competence clusters.
-
Knowledge management in future organizations
Jon-Arild Johannessen doi: http://dx.doi.org/10.21511/ppm.15(2-2).2017.01Problems and Perspectives in Management Volume 15, 2017 Issue #2 (cont. 2) pp. 306-318
Views: 2353 Downloads: 664 TO CITE АНОТАЦІЯThe question addressed in this paper is linked to the future of knowledge management. The problem is that we don’t know how knowledge resources will benefit the organization of the future. The purpose in this article is to give some tentative answers to knowledge management, organizational design and leadership issues in the global knowledge economy.
-
1 Articles
-
5 Articles
-
1 Articles
-
1 Articles
-
3 Articles
-
6 Articles
-
2 Articles
-
4 Articles
-
1 Articles
-
3 Articles
-
1 Articles
-
1 Articles
-
1 Articles