Johan Olaisen

Jevnaker, Birgit Helene & Olaisen, Johan Leif (2022)

The Knowledge work of the Future and the Future of Knowledge work

, s. 568- 575. Doi: https://doi.org/10.34190/eckm.23.1.494 - Full text in research archive

Our paper investigates what forms the knowledge work design on a corporate level in the future. The future might be 2025, 2030, or 2035. The methodology includes interviews with researchers working with these issues in the Swedish telecommunication company Telia and the Norwegian telecommunication company Telenor. These companies make their living from understanding the future of work both on a corporate and societal level. The main finding is that AI and robotics will be more advanced, but the main changes will be management and organizational structure. The work will be done more as distance work and through virtual teams. The management and organization of work through the coronavirus have opened for more work done independent of time and the workplace and in virtual teams. There is also predicted a lack of professionals and all types of employees in the years to come, leading both to a competition for talent and increased importance in keeping the employed knowledge workers through internal career pipelines. AI and robotics will not reduce the need for professionals and employees. The steps will be taken one by one towards an integrated digitalization that makes new opportunities for collaboration, communication, and knowledge work. The fundamental knowledge worker will be using more of his working time on significant business issues. The skills needed are technical, information management, knowledge management, project management, collaboration, communication, rhetoric, virtual team, creativity, and green problem-solving skills. There is a corporate need for ethical, cultural, tolerating, and sexual awareness. We may summarize the needs as creative, sustainable, social and perception manipulation intelligence. The knowledge of the future will be complex, and the knowledge worker will handle multiple skills in different situations. The work of the future will be dominated by increasingly autonomous workers co-opting automated digital systems to create and capture value. The education might be revamped into a more task-focused education offered through the work life cycles. The revamping of education will also increase the overall employment and we will not experience the mass unemployment described in the literature as the result of AI, robotics, and digitalization. We have identified that the literature uses the unit occupation and not the unit tasks for the predicted higher unemployment and get a misinterpretation of negative consequences. The environmental issues and the climate crisis will be taken very seriously in the years to come and there will be a cooperation between the political economy and the corporate economy to do whatever is possible for sustainability in all internal and external processes to work greener and smarter. We will experience sustainability in action driven by a green leadership through a green strategy and green business models giving green services and products reusing as much as possible and using as few as possible resources to reduce the CO2 gases. This study concludes that there will be many small positive corporate and societal steps for each year towards 2030, improving the way of living and working together with environmental improvements. The reconstruction of the middle class is also emerging — neither a perfect nor an imperfect world.

Jevnaker, Birgit Helene & Olaisen, Johan Leif (2022)

Reimagining Sustainable Organization: Perspectives on Arts, Design, Leadership, Knowledge and Project Management

Builds on a solid foundation of business philosophy theory. Illustrates academic points with a rich array of practice based examples. Explores how green management and leadership theories can be developed and spread.

Jevnaker, Birgit Helene & Olaisen, Johan Leif (2022)

A comparative study of knowledge management research studies: making research more relevant and creative

20(2) , s. 292- 303. Doi: https://doi.org/10.1080/14778238.2021.2020695

To address current knowledge management (KM) research critically and constructively, this paper analyses the research papers in an essential, recurrent KM forum, IFKAD (International Forum on Knowledge Asset Dynamics). Our approach compared all research papers (N = 491) from three annual KM conferences providing complementary insights to past journal-based reviews. We offer a new combination of philosophy-of-science frameworks, which allowed us to categorise the findings into four representations of knowledge, two typologies of concepts, and four paradigmatic classifications. All the papers heavily emphasised the existing knowledge and accepted methodology. Their state of the art revealed that less than ten percent of the papers represented new scientific contributions at all. Less than three percent contributed to a better understanding of the essential sustainability areas or the climate crisis. Our novel cross-paradigmatic framing supports our concluding pluralistic framework, emphasising practice-near, curiosity, and problem-driven studies for improving future KM research. A relevant and engaged research.

Jevnaker, Birgit Helene & Olaisen, Johan Leif (2022)

Travelling leadership ideas as a business virus infection

, s. 199- 218.

Olaisen, Johan Leif & Jevnaker, Birgit Helene (2022)

The Dynamics of Power and Micropolitics on Project Management

, s. 861- 868. Doi: https://doi.org/10.34190/eckm.23.2.353 - Full text in research archive

The empirically investigated problem of our paper is: What impact do micropolitics and power have upon the conduct of project management in an organization? The informal power and micropolitics played a massive role in the projects, and personal and relational knowledge appeared in all projects to achieve the expected results. The project manager uses personal networks, personal relations, and mentor's network together with cognitive, affective, and emotional influence as power and politics if needed to achieve expected results. Power and micropolitics were necessary skills and tools for a successful project manager. The findings relate to the manager's intentions. The informal power and micropolitics process are reused in every project in the way that informal power and micropolitics are a part of project work. Power accumulation and wise handling are essential leadership tools for every manager. Employees work for managers who have power over those who do not. The former can get them what they want: visibility, upwards mobility, and resources. Micropolitics and power represent a unique competence (i.e., knowledge, experiences, and attitudes) and tool for handling any project. A democratic and consensus-oriented decision process opens for power games and micropolitics rather than hedging them in more hierarchical organizations. A complex matrix organization involving employees in many projects is also open to micropolitics and power. Micropolitics and power might prolong and complicate decisions processes in ordinary projects and improve processes in fast-track projects. Micropolitics and power might thus both increase and reduce the effectiveness and efficiency of an organization.

Olaisen, Johan Leif & Jevnaker, Birgit Helene (2022)

Towards the essence of knowledge research: A comparative study ECKM papers 2017-2021

, s. 869- 877. Doi: https://doi.org/10.34190/eckm.23.2.513 - Full text in research archive

The purpose of this paper is to analyze and compare all the papers in the proceedings of ECKM in 2017 (Barcelona), 2018 (Padua), 2019 (Lisbon), and the digital conferences in 2020 and 2021. The study classifies the papers according to methodology, analysis, discussion, and conclusion regarding their contribution to the four paradigmatic boxes. The approach uses the five philosophy of science framework and compares this to the content of the research papers. We will use the findings in four representations of knowledge, two typologies of concepts, four paradigmatic classifications, and the concluding framework for knowledge management research. The five conferences heavily emphasize knowledge-itis and instrumental itis and much less on problem-itis. The papers are mostly centered around existing knowledge and accepted methodology and are less related to new problems. The results indicate a conference based upon as-is knowledge and less upon new and often unsolvable problems. The ECKM academic papers in 2017, 2018, and 2019 have relatively low complexity presented in an empirical and materialistic paradigmatic framework through definitive concepts representing a form of atomistic research. The papers in 2020 and 2021 are presented within a more robust clarified subjectivity and action research-based framework through both definitive and sensitizing concepts. What would ECKM have been with a higher degree of complexity in action and subjective paradigmatic framework through sensitizing concepts representing a form of holistic research? Probably a more creative, engaged, and relevant conference. Probable also a more scientific conference since advances in knowledge demand not living up to the conference expectations data cannot meet. The more critical and green papers in the 2020 and 2021 conferences are open to new perspectives on the choice of methodology, problems, and knowledge. The 2021 conference represents a turning point for critical green and sustainability papers based on clarifying subjectivity through action-based research.

Dwivedi, Yogesh K.; Hughes, Laurie, Kar, Arpan Kumar, Baabdullah, Abdullah M., Grover, Purva, Abbas, Roba, Andreini, Daniela, Abumoghli, Iyad, Barlette, Yves, Bunker, Deborah, Kruse, Leona Chandra, Constantiou, Ioanna, Davison, Robert M., De, Rahul, Dubey, Rameshwar, Fenby-Taylor, Henry, Gupta, Babita, He, Wu, Kodama, Mitsuru, Mäntymäki, Matti, Metri, Bhimaraya, Michael, Katina, Olaisen, Johan Leif, Panteli, Niki, Pekkola, Samuli, Nishant, Rohit, Raman, Ramakrishnan, Rana, Nripendra P., Rowe, Frantz, Sarker, Suprateek, Scholtz, Brenda, Sein, Maung Kyaw, Shah, Jeel Dharmeshkumar, Teo, Thompson S.H., Tiwari, Manoj Kumar, Vendelø, Morten Thanning & Wade, Michael (2022)

Climate change and COP26: Are digital technologies and information management part of the problem or the solution? An editorial reflection and call to action

63 Doi: https://doi.org/10.1016/j.ijinfomgt.2021.102456 - Full text in research archive

The UN COP26 2021 conference on climate change offers the chance for world leaders to take action and make urgent and meaningful commitments to reducing emissions and limit global temperatures to 1.5 °C above pre-industrial levels by 2050. Whilst the political aspects and subsequent ramifications of these fundamental and critical decisions cannot be underestimated, there exists a technical perspective where digital and IS technology has a role to play in the monitoring of potential solutions, but also an integral element of climate change solutions. We explore these aspects in this editorial article, offering a comprehensive opinion based insight to a multitude of diverse viewpoints that look at the many challenges through a technology lens. It is widely recognized that technology in all its forms, is an important and integral element of the solution, but industry and wider society also view technology as being part of the problem. Increasingly, researchers are referencing the importance of responsible digitalization to eliminate the significant levels of e-waste. The reality is that technology is an integral component of the global efforts to get to net zero, however, its adoption requires pragmatic tradeoffs as we transition from current behaviors to a more climate friendly society.

Jevnaker, Birgit Helene & Olaisen, Johan Leif (2021)

Leadership for sustainability: the importance of sustaining imaginative work

, s. 223- 232. Doi: https://doi.org/10.34190/MLG.21.047 - Full text in research archive

Sustainability thinking in enterprise strategies has emerged as a new concern for leaders in many industries and countries. It has spread like a virus in abstract corporate visions communication. We propose that more attention be devoted to leveraging the concrete developmental work from an action-based leadership for sustainability perspective. Our conceptual paper seeks to understand sustainability and change thinking in micro-practices, which can open for reusing resources, transforming core processes and offerings, and innovating in corporate missions. For this conceptual aim, we combine processual philosophy and sustainabilityoriented design thinking with exemplary practices in one specialized business enterprise to help us understand how and why micro sustainability practices can be born, formed, and shaped and how they can evolve into something foundational for an entire value-creation. The focused enterprise in this paper, Flokk, has pioneered sustainability thinking in both its design and development and its entire philosophizing towards the users. In contrast to prevailing management beliefs towards unconstrained creativity, enduring imaginative design and development efforts and leading with some concrete constraining criteria can become beneficial for leveraging sustainable practices, as shown in this puzzling office chair-maker case.

Jevnaker, Birgit Helene & Olaisen, Johan Leif (2021)

Making Knowledge Management Research more Scientific, Relevant, and Engaged: A Comparative Study of Academic ECKM Papers.

19(2) , s. 194- 210. Doi: https://doi.org/10.34190/EJKM.19.2.2536 - Full text in research archive

The purpose is to analyse and compare all the academic papers in the proceedings of the European Conference on Knowledge Management (ECKM) in 2017 (Barcelona), 2018 (Padua), 2019 (Lisbon), and the digital conference in 2020 (Coventry). The methodology is to code and classify 440 papers and use five contemporary science frameworks to describe and analyse the papers. The theoretical implication of contemporary KM is a research field without common paradigms, domains, and perspectives without accumulating knowledge. The KM researchers do not understand the nature of knowledge management as a field where the research cannot be replicated, synthesized, or theorized. Knowledge management needs to move along from the empirical research paradigm to a clarified subjectivity and action-basedresearch. The criticism implying acceptable/unacceptable solutions and constructed adequate/inadequate solutions for corporations and societies have strengthened their place, offering new paradigms and perspectives. The way to do this is to let in controversial, greener, and sustainable studies, whatever objectivity or subjectivity the studies have. We need more actual problem focused and less knowledge and instrument focused studies. KM will have a higher responsibility for sustainability and greener corporations and the possibility of accumulating knowledge into replication and synthesizing for general knowledge. The rate of tested and replicated studies is for the four conferences zero. The tested part, but not replicated, is 80%. The rate of untheorized untheorizable concepts is zero, the rate of theorized but not synthesized studies is zero, while the number of synthesized, theorized, and conceptual studies is around 20%. To become a discipline or research domain KM needs to replicate both empirical and conceptual studies. The only way to accumulate knowledge is through replication giving paradigms for verification and falsification. To move ahead for better quality in the research, we must break free from the empirical and materialistic paradigms and move into the clarified subjectivity and action paradigm. Paradigmatic ecumenism will tend to a fiercer but idea-generating debate. This pluralistic approach will give more engaged practical research representing more sustainable societies and businesses. ECKM is on the road to include more pluralistic perspectives upon sustainability, value creation, gender issues, and the design of future knowledge work. There is a critical openness toward these issues making ECKM 2020 a more relevant conference than the ECKM conferences in 2017, 2018, and 2019. The 2020 conference more open up for reflections, dialogues, and criticism upon existing problems and knowledge asking about what is the adequate actual KM solutions.

Olaisen, Johan Leif & Jevnaker, Birgit Helene (2021)

Pluralism or Trivialism: A Comparative Study of Academic ECKM Papers

, s. 594- 602. Doi: https://doi.org/10.34190/EKM.21.110

The purpose of this paper is to analyze and compare all the papers in the proceedings of ECKM in 2017 (Barcelona), 2018 (Padua), 2019 (Lisbon), and the digital conference in 2020. The study classifies the papers according to methodology, analysis, discussion, and conclusion regarding their contribution to the four paradigmatic boxes. The approach uses a philosophy of science framework and compares this to the content of the research papers. We will use the findings in four representations of knowledge, two typologies of concepts, four paradigmatic classifications, and the concluding framework for knowledge management research. The four conferences have a heavy emphasis upon knowledge-itis and instrumental-itis and much less emphasis upon problem-itis. The papers are mostly centered around existing knowledge and accepted methodology and less related to new problems. The results indicate a conference based upon as-is knowledge and less upon new and often unsolvable problems. The ECKM academic papers in 2017, 2018, and 2019 have relatively low complexity presented in an empirical and materialistic paradigmatic framework through definitive concepts representing a form of atomistic research. The papers for the digital conference in 2020 are presented in a clarified subjectivity and materialistic-based framework through both definitive and sensitizing concepts. What would ECKM have been with a higher degree of complexity in action and subjective paradigmatic framework through sensitizing concepts representing a form of holistic research? Probably a more creative, engaged, and relevant conference. Probable also a more scientific conference since advances in knowledge demand not living up to the conference expectations data cannot meet. Data do not prove anything in themselves. It is only the logical argumentation and speculations of the researchers that can prove anything at all. Objectivity is in demand, but subjectivity is needed. There are more critical and green papers in the 2020 conference opening up for new perspectives in the choice of methodology, problems, and knowledge. To move ahead for better quality in the research, we find it necessary to break free from the empirical paradigm and the materialistic paradigm and move into the clarified subjectivity and action paradigm. Paradigmatic ecumenism will tend to a fiercer but idea-generating debate. This pluralistic approach will give more engaged practical research representing more sustainable societies and businesses. ECKM is on the road to include more pluralistic perspectives upon sustainability, value creation, gender issues, and the design of future knowledge work. There is a critical openness toward these issues making ECKM 2020 a more relevant conference than the ECKM conferences in 2017, 2018, and 2019.

Olaisen, Johan Leif & Jevnaker, Birgit Helene (2021)

Power and Micropolitics in Project Management

, s. 603- 611. Doi: https://doi.org/10.34190/EKM.21.107

The problem of the paper is: What is the importance and conduct of power and micropolitics in project management? The issue has resulted in five research questions: • How do power and micropolitics appear in projects? • How does the project manager use power and micropolitics to influence the result of his project? • How are the findings related to the actor's intentions in the projects? • How do the employees regard managers using power and micropolitics? • What organizations foster and hinder power and micropolitics? We reviewed the literature as the basics for an open survey study to twelve managers to answer the research questions. We followed up the knowledge from the survey study with twelve in-depth interviews with project managers in four Norwegian companies in the oil and gas business, where all activities are based upon project management. The informal power and micropolitics played a massive role in the projects, and personal and relational knowledge appeared to achieve the expected project results. The project manager uses personal networks, personal relations, mentor's network together with cognitive, affective, and emotional influence as power and politics if needed to achieve expected results. Power and micropolitics were regarded as necessary skills and tools for a successful project manager. The findings relate to the manager's intentions. The informal power and micro-politics process are reused in every project in that informal power and micropolitics are part of project work. The accumulation and wise handling of power is an essential leadership tool for every manager. Employees work for managers who have power over those who do not. The former can get them what they want: visibility, upwards mobility, and resources. A democratic and consensus-oriented culture opens for power games and micropolitics rather than hedging them compared to more hierarchical organizations. Informal micropolitics and power mean a high potential to prolong and complicate decision processes and significantly reduce efficiency and effectiveness. The theoretical implication is a general model for power and micropolitics, while the practical implication understands how power and micropolitics are practiced in projects.

Jevnaker, Birgit Helene & Olaisen, Johan Leif (2021)

The Inclusive Knowledge Philosophy: Understanding Practices Through Deweyan and Naessian Philosophical Lenses

, s. 381- 388. Doi: https://doi.org/10.34190/EKM.21.106

This conceptual paper discusses the inclusive knowledge philosophy fundamental for different modes of experiencing living enterprises. The American pragmatist philosopher John Dewey pointed to the importance of restoring the continuity between the refined and intensified experiences in our practices and everyday doings. He based this restoring on “the inclusive philosophic idea”. By this idea he was acknowledging the possibilities of imagination and associations among the social, technological-physical, natural, and mental modes. Another philosopher, the Norwegian Arne Naess, also highlighted imaginative experience and the human/nature interconnectedness including its potential joy and perseverance for individuals as well as organizations. • We combine these two related philosophical lenses to enable fundamental understanding of concerted practices and strategic accomplishments for knowledge management (KM) studies. We propose inclusive association and imagination are necessary for the arts of exhibiting and experiencing new or improved offerings. • We provide examples drawing on our own studies in the businesses of art organizations as knowledge-based, complex practices. Given that rich knowledge endeavours are necessary to develop arts for society, how can valuable arts/business practices be accomplished in inclusive, resourceful ways? Specifically, we investigate how arts business exhibition strategies develop in art museum contexts as illuminating examples of this process. • The necessity of art is giving a societal meaning to the process of knowing based upon the experience of art. The reflection and dialogue based on art-as-experience can contribute to knowledge management by the shared ingredients involved in creating and participating in more fulfilling experiencing in the business offering process. • The paper introduces a philosophical framework for how this might work. Dynamic art, design, and innovation processes are imaginative practices where the past, the present, and the future melt together. The imaginative experiencing might be crucial not only for the creation, but also for the make-believe of sustainable businesses and societies. We conclude that understanding the inclusive dynamic knowledge processes might be mutually beneficial for art and innovative businesses.

Jevnaker, Birgit Helene & Olaisen, Johan Leif (2021)

Traveling ideas like a Global Virus Infections for Leadership

, s. 389- 396. Doi: https://doi.org/10.34190/EKM.21.112 - Full text in research archive

'Traveling ideas' denotes that virtually identical management ideas crop up more or less simultaneously in similar organizations globally. The encounter between thought and practice may be lasting; beliefs may affect training and practice. Leaders in organizations may play a more active role than the one often depicted in management fashion theory. The ideas represent a trade-off between business strategy, leadership, and employees. We keep acceptable and adequate ideas while we drop unacceptable and inadequate plans. The ideas work like a sensitizing concept of directions along which to look for temporary order and stability. Adopting a business idea is like a virus spreading worldwide, leaving an enormous strength through global corporations and societies. The study methodology is built upon a total of 20 in depth interviews in Telia and Telenor done in 2019 and 2020. We also analyzed the annual reports for 2020 for the 20 largest corporations at the stock markets in Oslo, Stockholm and Copenhagen (N=60) to compare the results. We developed seven hypotheses from the literature foundation for empirical testing. We identified the following ideas at Telia (Sweden) and Telenor (Norway): Globalization, digitalization, sustainability, trust-based leadership, value-based leadership, virtual teams, project management agility, and flexible workplaces. The ideas came up both top-down as strategic intentions and bottom-up as the direction of work or by the COVID-19 crisis. We found that most of the 60 largest corporations at the Scandinavian stock market practice the same ideas. We have thus concluded that strategic and leadership concepts work as traveling ideas. These buzz words go to almost any private business forming the way of thinking and working as a traveling virus. We argue that this article's empirical test supports our belief that a virus-inspired theory gives a more vibrant picture than the fashion theory. Our analysis shows that four of our six hypotheses, derived from the virus-inspired theory, are strengthened by Telia and Telenor's empirical explorative story. Telia and Telenor have decided upon what is adequate and acceptable as their business ideas and beliefs, similar to other corporations globally as a virus infection. The virus might hit the corporate culture in different ways, Virtually identical ideas crop up globally more or less simultaneously in similar organizations. A primary idea virus is running in every larger organization with a smaller differentiation than anticipated. In Telia and Telenor, the virus ideas worked like mission statements giving meaning and belief to work as a spiritual business soul of belonging to the modernity and the future. The virus works like directions along which to look for meaning, belonging, and modernity. The image of modernity through global buzz words might be a self-betrayal and most businesses would probably benefit more from critical reflections and a learning from their own culture and history.

Olaisen, Johan Leif & Jevnaker, Birgit Helene (2020)

Making Knowledge Management More Relevant and Creative: A Comparative Study of ECKM papers

ECKM 2020, s. 576- 584. Doi: https://doi.org/10.34190/EKM.20.090

The purpose this paper is analysing and comparing all the papers in the proceedings of ECKM in 2017 (Barcelona), 2018 (Padua) and 2019 (Lisbon). The study is classifying the papers according to methodology, analysis, discussion and conclusion regarding their contribution placing them into the four paradigmatic boxes. The approach is to use a philosophy of science framework and compare this to the content of the research papers. We will use the findings in four representations of knowledge, two typologies of concepts, four paradigmatic classifications and in the concluding framework for knowledge management research. Both conferences have a heavy emphasis upon knowledge-itis and instrumental-itis and much less emphasis upon problem-itis. The papers are mostly centred around existing knowledge and accepted methodology and less related to new problems. The results indicate a conference based upon as-is knowledge and less upon new and often unsolvable problems. The ECKM academic papers in 2017, 2018 and 2019 have rather low complexity presented in an empirical and materialistic paradigmatic framework through definitive concepts representing a form of atomistic research. What would ECKM have been with a higher degree of complexity in action and subjective paradigmatic framework through sensitizing concepts representing a form of holistic research? Probably a more creative, engaged and relevant conference. Probable also a more scientific conference since advances in knowledge demand not living up to the conference expectations data cannot meet. Data do not prove anything in themselves. It is only the logic argumentation and speculations of the researchers that can prove anything at all. Objectivity is in demand, but subjectivity is needed. To move ahead for better quality in the research it is necessary to break free from the empirical paradigm and the materialistic paradigm and move into the clarified subjectivity and action paradigm. Paradigmatic ecumenism will tend to a fiercer, but an idea-generating debate. This pluralistic approach will give more engaged practical research representing more sustainable societies and businesses.

Jevnaker, Birgit Helene & Olaisen, Johan Leif (2020)

Working Smarter and Greener in the age of Digitalization: The Corporate Knowledge Work Design in the Future

ECKM 2020(December) , s. 378- 385. Doi: https://doi.org/10.34190/EKM.20.088 - Full text in research archive

This paper investigates what forms the knowledge work design in the future on a corporate level. The future is 2030. The methodology includes 20 in-depth interviews with researchers working with these issues in the Swedish telecommunication company Telia and the Norwegian telecommunication company Telenor. These are both companies making their living of understanding the future of work both on a corporate level. We did the interviews in April 2019 and during the Coronavirus in April 2020. The findings: 1. Artificial Intelligence (AI) and robotics will be an incremental revolution introduced step by step. 2. The Coronavirus has reorganized work as online work at home, and a more significant part of the online work will organize as online digital work at home and virtual teamwork. 3. Video conferences have come to stay, giving less business traveling. 4. Greener national supply-chains will partly replace the global supply chains. 5. The workforce will be more disciplined and loyal, have better competence (knowledge, skills, and attitudes), and more women as middle managers and top managers. 6. The incentive system will be based more upon an internal corporate pipeline. 7. The corporations will take a more energetic responsibility for greener solutions and the climate. 8. The households will be using more reused goods, traveling less, and have a greener living focus. The difference between April 2019 to April 2020 is that online homework is the actual work situation in March- April 2020, and the interviewed believe that 50% of the work will be done online outside the workplace. The corona crisis changed the way we are working for the future. Digital online work done outside the workplace increases productivity and gives greater flexibility, better motivation, better learning, and better meaning for the employees. The age of digitalization is on the road.

Jevnaker, Birgit Helene & Olaisen, Johan Leif (2020)

Traveling Management Ideas like Virus Infections

ECKM 2020(December) , s. 370- 377. Doi: https://doi.org/10.34190/EKM.20.093

'Travelling ideas' denotes that virtually identical management ideas crop up more or less simultaneously in similar organizations globally. The encounter between thought and practice may be lasting; beliefs may affect training and practice. Leaders in organizations may play a more active role than the one often depicted in management fashion theory. The ideas represent a trade-off between strategy, leadership and employees. We keep acceptable and adequate ideas, while unacceptable and inadequate plans are dropped. The design is like a sensitizing concept of directions along which to look for temporary order and stability. The adoption of a business idea is like a virus spreading all over leaving an enormous strength. We identified the following ideas at Telia (Sweden) and Telenor (Norway): Globalization, Digitalization. Trust-based leadership, Value-based leadership, Virtual teams, Project management agility, Working greener and Online home workplace. The ideas came up both top-down as strategic intentions and bottom-up as the direction of work or by the COVID-19 crisis. We found that most of the 60 largest corporations at the Scandinavian stock market practice the same ideas. We have thus concluded that strategic and leadership concepts work as traveling ideas. These buzz words go to almost any private business forming the way of thinking and working as a traveling virus. We argue that this article's empirical test supports our belief that a virus-inspired theory gives a more vibrant picture than the fashion theory. Our analysis shows that four of our six hypotheses, derived from the virus-inspired theory, are strengthened by Telia and Telenor's empirical explorative story. Telia and Telenor have decided upon what is adequate and acceptable as their business ideas and beliefs, similar to other corporations globally as a virus infection. The virus might hit the corporate culture differently, but then there seems to be the primary virus running every larger organization with a smaller differentiation than anticipated.

Ytterstad, Stig; Olaisen, Johan Leif & Jevnaker, Birgit Helene (2020)

Transformational Leadership Revisited: Digitalization and Learning by Doing... What?

, s. 868- 873. Doi: https://doi.org/10.34190/EKM.20.092 - Full text in research archive

A large part of leadership research has focused on transformational leadership. The research has focused on why this form of leadership is good. However, there are few, if any, studies on how to learn this way of leading. The research question is: How do adults prefer to learn transformational leadership? Based on the theory of learning and learning style theory, this research paper discusses the findings from in depth interviews with 68 people before the completed executive courses in transformational leadership. The findings show in the learning process of transformational leadership, promoting intellectual stimulation and creativity perceives as difficult. Creating visions and being able to motivate their employees is a challenge. Learning by doing is a desired learning process, and a mixture of exercises and theory is preferred. When it comes to the way of learning, half of the informants want to learn with others, learn something new, and approach the new skills in a structured way. They also want to see what they learn from different perspectives. There is a positive attitude to learning transformational leadership, but a demanding context of learning by doing using the existing knowledge and experiences developed further by learning together by using actual problem-based situations.

Jevnaker, Birgit Helene & Olaisen, Johan Leif (2019)

The dynamics of art and business knowledge as meaning

1(2019) , s. 574- 583. Doi: https://doi.org/10.34190/KM.19.056

This paper discusses arts as practice for business and society studies. Given that arts are necessary to develop business and society; how can valuable arts practices be learned? This conceptual paper is investigating how collective knowing develops in business contexts using art by unconventional painters such as Edvard Munch and Hakon Bleken as examples of this process. The necessity of art is giving us a societal meaning of the process of knowing or a scripted story for enterprise action based upon the knowledge of art. The reflection and dialogue based on art might contribute to creativity and innovation in the business process. The paper develops a theoretical framework and theory for how this might work. Dynamic art, design and innovative processes are processes where the past, the present and the future melt together. Understanding these processes might be crucial for the creation of sustainable businesses and societies. Understanding the dynamic tacit and explicit knowledge processes might be mutual beneficial for art and innovative businesses.

Olaisen, Johan Leif & Revang, Øivind (2019)

Making Knowledge Management More Relevant and Creative: A Comparative Study of ECKM Papers

2, s. 815- 823. Doi: https://doi.org/10.34190/KM.19.054

This paper is analyzing and comparing all the academic research papers in the proceedings of ECKM in 2017 (Barcelona) and 2018 (Padua). The study is classifying the papers according to methodology, analysis, discussion, and conclusion regarding their contribution, placing them into the four paradigmatic boxes. The approach is to use a philosophy of science framework and compare this to the content of the research papers. We have used the findings in four representations of knowledge, two typologies of concepts, four paradigmatic classifications, and the concluding framework for knowledge management research. Both conferences have a heavy emphasis upon knowledge-itis and instrumental-itis and much less emphasis upon problem-itis. The papers are centered around existing knowledge and accepted methodology and less related to new problems. The results indicate an ECKM conference based upon as-is knowledge and less upon new problems. The ECKM papers have rather low complexity presented in an empirical and materialistic paradigmatic framework through definitive concepts representing a form of atomistic research. What would ECKM have been with a higher degree of complexity in action and subjective paradigmatic frameworks through sensitizing concepts representing a form of holistic research? Probably a more creative, engaged and relevant conference. Objectivity is in demand, but subjectivity is needed to come up with proposals for working greener and smarter. To move ahead for better quality in the research, it is necessary to break free from the empirical paradigm and the materialistic paradigm and move into the clarified subjectivity and action paradigm. Paradigmatic ecumenism will tend to a fiercer, but an idea-generating debate. This pluralistic approach will give more engaged practical research representing more sustainable societies and businesses.

Revang, Øivind & Olaisen, Johan Leif (2019)

Obstacles and Driving Forces in Virtual Knowledge Sharing: A Case- Based Analysis

2, s. 877- 884. Doi: https://doi.org/10.34190/KM.19.098

The research phenomenon is the use of corporate social/collaboration software to share Information/knowledge. The empirical material was collected in two large corporations that implemented Workplace by Facebook (WbF). The data are partly quantitative based on an electronic survey in each organization and partly qualitatively based on interviews with core personnel. The paper has two research questions: A) What motivates and what prevent people from using the software to share knowledge? B) Of what should the management be aware to increase organization efficiency through knowledge sharing? Since little is known about the subject and theoretical constructions are rudimentary and fragmented, the empirical material is analyzed to substantiate various propositions. A total of six propositions is generated. These results are empirically testable to verify the theory building, and of importance for those who intend to implement similar software in their organizations. It is a strong indication that educational background has an impact on the sharing of information/knowledge. The main pitfall and threat to efficiency seem to be the posting of information without restrictions - as such behavior will result in an ‘internal junkyard’ of information. Tensions between an existing hierarchy of authority and lateral arrangements to share information and knowledge can also prevent possible gains from sharing knowledge across existing internal borders. Generally, there seems to be an imprecise language concerning collaboration and sharing as well as information and knowledge, which may impact the actual behavior of the users.

Olaisen, Johan Leif & Revang, Øivind (2019)

Making Knowledge Management Creative, Engaged and Relevant: a Comparative Philosophy of Science Study of IFKAD Papers in 2016, 2017 and 2018

, s. 1220- 1232.

Jevnaker, Birgit Helene & Olaisen, Johan Leif (2019)

The traveling ideas as the contextual infection of art

, s. 1207- 1219.

This paper discusses arts as practice for business and society studies. Given that arts are necessary to develop business and society; how can valuable arts practices be learned? This conceptual paper is investigating how collective knowing develops in business contexts using art by unconventional painters such as Edvard Munch as examples of this process. The necessity of art is giving us a societal meaning of the process of knowing or a scripted story for enterprise action based upon the knowledge of art. The reflection and dialogue based on art might contribute to creativity and innovation in the business process. The paper develops a theoretical framework and theory for how this works.

Jevnaker, Birgit Helene & Olaisen, Johan Leif (2019)

The dynamics of societal and corporate ideas: The knowledge work design of the future

1, s. 565- 573. Doi: https://doi.org/10.34190/KM.19.055

Jevnaker, Birgit Helene & Olaisen, Johan Leif (2019)

The ecosystem dynamics of the fourth industrial revolution: The knowledge work design of the future

IFKAD 2019, s. 1935- 1946.

Olaisen, Johan Leif & Revang, Øivind (2018)

The Direction of Knowledge Management Research: Making the Research More Creative, Engaged and Relevant

2, s. 623- 632.

Olaisen, Johan Leif; Revang, Øivind & Rosendahl, Tom (2018)

Verdiskapende kommunikasjon i endringsprosesser - Et bedriftseksempel fra en avdeling i Statoil

21(4) , s. 49- 58. - Full text in research archive

Statoils konsernstrategi for 2010 var at alle avdelingene skulle endres fra matriseorganisering til nettverksorganisering i en dynamisk virtuell organisasjon. Dette skulle medføre at alle operasjoner i Statoil ble integrerte (IO). Statoil Stjørdal var et pionereksempel på IO som skulle legge grunnlaget for IO i hele Statoil. IO var grunnlaget for dagens digitaliseringsstrategi i selskapet hvor alle prosesser digitaliseres. Vi fant i vår empiriske kvalitative undersøkelse at den kritiske suksessfaktoren for integrerte operasjoner var ledelsens strategi- og kommunikasjonsplan sammen med de ansattes deltakelse som utformet og styrte prosessen. De ansattes kompetanse medførte at de ble premissleverandører for hele endringsprosessen. Deres indre motivasjon var drivkraften. Det var ikke behov for noen form for belønninger. Milepeler ble markert, og de ansatte deltok i tilpasninger og kommunikasjon av disse. Det var da ikke behov for eksterne rådgivere. Dette var ordinære ansatte i Statoil som gjennom å ta et ansvar for teknologi, innovasjon og endring leverte ekstraordinære resultater. Denne studien av IO-implementeringen indikerte også at grunnleggende endringsprosesser tar lengre tid enn planlagt. Alle lederne fremstod over tid som klare støttespillere og initiativtakere til endringsprosessene. Lederne balanserte over tid demokratisk ledelse og maktbasert ledelse for å oversette Statoils strategi til lokale meningsskapende forhold i Stjørdal. De ansatte opplevde dette som en relasjonsgjensidighet. Formelle og uformelle nettverk ble gradvis viktigere i prosessen.

Olaisen, Johan Leif & Revang, Øivind (2018)

A comparative philosophy of science study of IFKAD papers 2016 and 2017

, s. 1189- 1202.

Olaisen, Johan Leif & Revang, Øivind (2018)

Exploring the performance of tacit knowledge: How to make ordinary people deliver extraordinary results in teams

43(Dec) , s. 295- 304. Doi: https://doi.org/10.1016/j.ijinfomgt.2018.08.016

Our research question is how do we transform individual and collective tacit knowledge into collective, explicit and actionable knowledge in teams?. As our methodological approach, we conducted a longitudinal survey study from 2012 to 2014 to of two teams of staff employed with a Norwegian furniture manufacturer. Each team included designers, production engineers, and salespeople. The survey included the teams and the upper corporate team. The survey monitored the design, production and market processes involved in launching furniture to the marketplace (30 months). The teams decided to rotate their professional roles as designers, production engineers, and salespeople. This rotating role mechanism and socialization process encouraged the sharing of knowledge. The team members transformed their tacit knowledge into collective explicit knowledge, allowing it to deliver innovative results within a time limit. As a theoretical implication, we have found a workable means of transforming tacit, productive, individual and collective knowing into explicit actionable knowledge. Productive team knowledge was converted into tacit managerial knowledge in upper management personnel, enabling the group to translate knowledge into explicit business actions. We propose, as a general theory, that by rotating professional roles within a team individual tacit knowledge can be transformed into collective explicit knowledge. The productive team tacit knowledge that was transferred was identified as expert, nodding, familiarity and holistic knowledge. As a practical implication, we show that rotating professional roles within a team works when a team is afforded enough time to develop a socialization process. When professionals are given direction, trust, responsibility and time to develop results, they break out of their comfort zones and deliver extraordinary results together. As a practical implication, we show that this process can be planned, managed and controlled. Role rotation facilitates both the creation of high-performance teams and the transformation of tacit professional knowledge into explicit knowledge. The transformation of tacit knowledge into explicit knowledge helps increase efficiency and effectiveness in knowledge-intensive corporations. Therefore, practically, is it possible to create a corporate flywheel from tacit knowledge? The conversion of productive tacit knowledge into tacit managerial knowledge converted into specific business actions can create an explicit corporate flywheel while maintaining tacit knowledge as a competitive advantage.

Revang, Øivind & Olaisen, Johan Leif (2018)

Knowledge Management in Turbulent Times: Combining the Soft and Hard Issues

2, s. 747- 754.

Revang, Øivind & Olaisen, Johan Leif (2018)

Facilitating Knowledge Work for Dynamic Value Creation - A Semantic Approach

, s. 1282- 1293.

Olaisen, Johan & Revang, Øivind (2017)

Making ORDINARY People Deliver EXTRAORDINARY Results

, s. 14- 15.

Revang, Øivind & Olaisen, Johan (2017)

The use of Knowledge Sources to Create Absorptive Capacity–A Case Study

, s. 833- 840.

Olaisen, Johan & Revang, Øivind (2017)

The Co-creation of business knowledge as societal meaning in project teams

1, s. 460- 473.

Olaisen, Johan & Revang, Øivind (2017)

The dynamics of intellectual property rights for trust, knowledge sharing and innovation in project teams

37(6) , s. 583- 589. Doi: https://doi.org/10.1016/j.ijinfomgt.2017.05.012

Olaisen, Johan & Revang, Øivind (2017)

Trivialism or pluralism in knowledge management research in the 21st century: Making knowledge management creative and relevant

1, s. 749- 761.

Olaisen, Johan & Revang, Øivind (2017)

The dynamics of business knowledge as societal meaning for creativity in teams (revisited version)

2, s. 788- 797.

Olaisen, Johan Leif & Revang, Øivind (2017)

Working smarter and greener: Collaborative knowledge sharing in virtual global project teams

37(1) , s. 1441- 1448. Doi: https://doi.org/10.1016/j.ijinfomgt.2016.10.002

Revang, Øivind & Olaisen, Johan (2016)

Dynamic Organizational Development – The Role of Data, Information and Knowledge

11, s. 712- 725.

Olaisen, Johan & Revang, Øivind (2016)

Virtual Global Teams as Value Creating Tools for Knowledge Sharing and Innovation (revised version)

11, s. 1122- 1136.

Revang, Øivind & Olaisen, Johan (2015)

Creating Service Innovations Through Network Relations

, s. 867- 876.

Olaisen, Johan; Revang, Øivind & Rosendahl, Tom (2015)

Virtual Global Teams As Value Creating Tools For Knowledge Sharing And Collaborative Innovations

, s. 983- 993.

Olaisen, Johan; Revang, Øivind & Rosendahl, Tom (2015)

Intellectual Property Rights As Basics For Collaborative Innovations And Knowledge Sharing

, s. 994- 1006.

Olaisen, Johan & Revang, Øivind (2015)

The Dynamics Of Business Knowledge As Societal Meaning

, s. 178- 190.

Olaisen, Johan & Revang, Øivind (2014)

Navigating the BLUE OCEAN of Innovation

, s. 12- 13.

Olaisen, Johan & Revang, Øivind (2014)

Keeping Ambidexterity and Knowledge Dynamics Onboard: A case study of Norwegian olympic shipping

, s. 279- 316.

Rosendahl, Tom; Olaisen, Johan & Revang, Øivind (2014)

Internal Communication as Value Creation in a Change Process - A case Study of Norwegian Statoil

19(3) , s. 101- 128. Doi: https://doi.org/10.9774/gleaf.3709.2014.ju.00007

Revang, Øivind & Olaisen, Johan (2014)

Evig ung - en casestudie av relasjoner mellom nyskaping og drift :

17(8) , s. 53- 62.

Revang, Øivind & Olaisen, Johan (2014)

Navigating the Blue Ocean of Innovation

, s. 765- 779.

Olaisen, Johan & Rosendahl, Tom (2013)

Contracting Intellectual Property Rights

, s. 69- 77.

Rosendahl, Tom & Olaisen, Johan (2013)

Knowledge Sharing in Virtual Teams

, s. 83- 90.

Larsen, Tor Jermund & Olaisen, Johan (2013)

Innovating strategically in information and knowledge management: Applications of organizational behavior theory

33(5) , s. 764- 774. Doi: https://doi.org/10.1016/j.ijinfomgt.2013.05.003

A business school declares its strategy as becoming a leading European institution. As main vehicle forachieving recognition is the implementation of a top-down strategy naming five academic fields as key– (a) finance, (b) economics, (c) marketing, (d) law, accounting, and auditing, and (e) organizationalbehavior (OB). Top management allocates resources for research, academic activities, and positions tothese five strategically chosen areas. Academic areas that are not strategically named must generatetheir own income through educational programs and research grants. Can OB serve as the platform toensure the survival of IS/KMS? In our analysis, we found no other business school formulating a strategyalong these lines; dominating strategic themes are internationalization, research excellence, and studentenvironment. No academic field is singled out as strategic. We argue that selecting a few academic areasas a strategy is dysfunctional. We also found that OB is not very actively employed in research, be itpositioning, theory, research model, analysis, or discussion. Hence, we do not find that OB offers anytheorizing help to IS/KMS – this in contrast to innovation and change theories, for which we propose anframework as a means of defining IS/KMS research projects.

Olaisen, Johan & Revang, Øivind (2011)

Crossing Innovation Frontiers

, s. 775- 784.

Olsen, Bjørn; Olaisen, Johan & Johannessen, Jon-Arild (2009)

Omdømme : rykter, sladder, og tøvprat

Johannessen, Jon-Arild & Olaisen, Johan (2008)

A systemic critique of neoclassical utility theory

37(1-2) , s. 250- 257. Doi: https://doi.org/10.1108/03684920810851159

Johannessen, Jon-Arild & Olaisen, Johan (2007)

Styring av helseforetak : hvorfor er sykehus vanskelig å styre?

Andersen, Mona Kjenner; Olaisen, Johan, Rosendahl, Tom & Solstad, Tone Laila (2007)

Research note: Intern kommunikasjon i endringsprosesser

(2) , s. 45- 61.

Johannessen, Jon-Arild & Olaisen, Johan (2006)

Styring av helseforetak. Hvorfor er sykehus så vanskelige å styre?

Johannessen, Jon-Arild & Olaisen, Johan (2006)

Vitenskapsstrategi og vitenskapfilosofi

Boken behandler spørsmålet om hvorfor vi vet det vi vet. Den beskriver også hva et vitenskapelig perspektiv er, og hvilken systematikk og metodikk som gjør dette perspektivet vitenskapelig. 480 gruppeoppgaver følger med. Boken er skrevet for bachelor, mastergrads- og doktorgradsstudenter innenfor samfunnsvitenskapelige disipliner, som vil ha en forståelse av bakgrunnen for det problem og de problemstillinger de arbeider med.

Johannessen, Jon-Arild & Olaisen, Johan (2005)

Systemic philosophy and the philosophy of social science: Part II: the systemic position

34(09.okt) , s. 1570- 1586.

Johannessen, Jon-Arild; Olsen, Bjørn & Olaisen, Johan (2005)

Intellectual capital as a holistic management philosophy: a theoretical perspective

25(2) , s. 151- 171.

The aim of this article is to examine the nature of intellectual capital and its role in the value creation processes. In this article, we regard the construct intellectual capital as a holistic management philosophy. We will develop a typology for this holistic management philosophy, in addition to conceptual models to describe and explain contexts pertaining to the various typologies. In conclusion, we will develop an analytical model where intellectual capital is ingrained in a larger operational context in relation to value creation processes. (C) 2005 Elsevier Ltd. All rights reserved.

Johannessen, Jon-Arild & Olaisen, Johan (2005)

Systemic philosophy and the philosophy of social science - Part I - Transcendence of the naturalistic and the anti-naturalistic position in the philosophy of social science

34(07.aug) , s. 1261- 1277.

Originality/value - It positioned systemic thinking in relation to the philosophy of social science.

Johannessen, Jon-Arild & Olaisen, Johan (2004)

Strategisk helseledelse

Johannessen, Jon-Arild & Olaisen, Johan (2004)

Strategisk helseledelse

Johannessen, Jon Arild & Olaisen, Johan (2002)

Kompetansebasert verdiskapning: Strategier og lederatferd

(5) , s. 23- 34.

Johannessen, Jon-Arild; Olaisen, Johan & Olsen, Bjørn (2002)

Aspects of a systemic philosophy of knowledge: from social facts to data, information and knowledge

31(7/8) , s. 1099- 1120.

Johannessen, Jon-Arild; Olaisen, Johan & Olsen, Bjørn (2002)

Innovation as newness: What is new, how new, and new to whom?

4(1) , s. 20- 31.

Johannessen, Jon-Arild; Olaisen, Johan & Olsen, Bjørn (2001)

Mismanagement of tacit knowledge: the importance of tacit knowledge, the danger of information technology, and what to do about it

21, s. 3- 20.

Johannessen, Jon-Arild; Olaisen, Johan & Olsen, Bjørn (1999)

Strategic use of information technology for increased innovation and performance

7(1) , s. 5- 22.

Olaisen, Johan & Rosendahl, Tom (1999)

Lokal tilpasning av internasjonale kompetansestrategier

, s. 148- 178.

Grønhaug, Kjell; Friedman, Ken & Olaisen, Johan (1999)

Forskning og nyttig kunnskap

, s. 55- 70.

Johannessen, Jon-Arild; Olsen, Bjørn, Friedman, Ken & Olaisen, Johan (1999)

Kunnskapsledelse:Fra industrisamfunnet til kunnskapssamfunnet

, s. 30- 55.

Johannessen, Jon-Arild; Olaisen, Johan & Olsen, Bjørn (1999)

Managing and organizing innovation in the knowledge economy

2(3) , s. 116- 129.

Friedman, Ken & Olaisen, Johan (1999)

Knowledge Management

, s. 14- 29.

Johannessen, Jon-Arild; Olaisen, Johan & Olsen, Bjørn (1999)

How can Europe compete in the 21. century?

19(4) , s. 263- 275.

Johannessen, Jon-Arild; Olaisen, Johan & Olsen, Bjørn (1999)

Systemic thinking as the philosophical foundation for knowledge management and organizational learning

28(1) , s. 24- 46.

Friedman, Ken & Olaisen, Johan (1999)

Underveis til fremtiden. Kunnskapsledelse i teori og praksis

Johannessen, Jon-Arild; Olsen, Bjørn & Olaisen, Johan (1999)

Aspects of innovation theory based on knowledge-management

19(2) , s. 121- 139.

Olaisen, Johan & Johannessen, Jon-Arild (1998)

The Philosophy of Science Planning and Decision Theories

24(2/3)

Johannessen, Jon-Arild; Olaisen, Johan & Olsen, Bjørn (1998)

The philosophy of science, planning and decision theories

24(02.mar) , s. 33- 54.

Johannessen, Jon-Arild; Olsen, ? & Olaisen, Johan (1997)

Information management in negotiation

17(3) , s. 153- 168.

Johannessen, Jon-Arild; Olsen, B. & Olaisen, Johan (1997)

Organizing for innovation

30(1) , s. 96- 110.

Johannessen, Jon Arild & Olaisen, Johan (1996)

Bedriftsutvikling og innovasjon - En bok om endringsledelse

Johannessen, Jon-Arild; Olaisen, Johan, Munch-Petersen, Erland & Wilson, Patrick (1996)

The cognitive authority of information: Information science, the theory of science and ethics

, s. 22- 22.

Johannessen, Jon Arild & Olaisen, Johan (1996)

Prosjekt: Hvordan planlegge, gjennomføre og presentere prosjektoppgaver, utredninger og forskning?

Olaisen, Johan; Johannessen, Jon Arild, Djupvik, Olav, Friedman, Ken & Løvhøiden, Hugo (1996)

Pathological Process in Library Systems

46(3) , s. 121- 140.

Johannessen, Jon Arild; Hauan, Arnulf & Olaisen, Johan (1996)

Strategies for Innovation: A longitudinal approach

Johannessen, Jon-Arild; Hauan, Arnulf & Olaisen, Johan (1995)

Problem og problemløsningsstrategier i det offentlige : en bok om endringsledelse

Johannessen, Jon-Arild & Olaisen, Johan (1995)

Kommunikasjon : troverdighet og påvirkning

Johannessen, Jon Arild & Olaisen, Johan (1995)

Endringsledelse: Mål og resultatstyring i privat og offentlig virksomhet

Johannessen, Jon-Arild & Olaisen, Johan (1995)

Bedriftsutvikling og innovasjon : en bok om endringsledelse

Djupvik, Olav; Johannessen, Jon-Arild & Olaisen, Johan (1995)

Informasjon som en ressurs : hvordan kan vi evaluere kvaliteten på informasjon?

2(1) , s. 71- 97.

Johannessen, Jon-Arild & Olaisen, Johan (1994)

Endringsledelse : mål og resultatstyring i privat og offentlig virksomhet

Olaisen, Johan & Revang, Øivind (1993)

SAS's Strategic Alliances and Information Management

, s. 85- 103.

Johannessen, Jon-Arild & Olaisen, Johan (1993)

Information, communication and innovation : identifying critical innovation factors (CIF)

1(4) , s. 29- 36.

Johannessen, Jon-Arild; Hauan, Arnulf & Olaisen, Johan (1993)

The information intensive organization : a study of governance, control and communication in a Norwegian shipyard

13, s. 341- 354.

Olaisen, Johan (1993)

Information Management - A Scandinavian Approach

Johannessen, Jon-Arild; Olaisen, Johan & Hauan, Arnulf (1993)

The challenge of innovation in a Norwegian shipyard facing the Russian market

27(3) , s. 23- 39.

Olaisen, Johan & Johannessen, Jon-Arild (1991)

From strategic to creative management

2(3) , s. 18- 32.

Olaisen, Johan & Revang, Øivind (1991)

Information Management as the Main Component in the Strategy for the 1990s in Scandinavian Airlines System (SAS)

11(3) , s. 185- 203.

Olaisen, Johan & Revang, Øivind (1991)

The Significance of Information Technology for Service Quality: From Market Segmentation to Individual Service

2(3) , s. 26- 47.

Olaisen, Johan (1990)

Information versus information technology as a strategic resource

10, s. 192- 214.

Olaisen, Johan (1989)

Pricing strategies for library and information services

Jevnaker, Birgit Helene & Olaisen, Johan Leif (2021)

Ledelsesideer og hvordan de spres – som virus

[Popular Science Article].

Ledelses- og virksomhetstrender omtales ofte som kortvarige motebølger, men ut ifra hvordan de sprer og utfolder seg, bør vi heller tenke på dem som smittsomme virus?

Jevnaker, Birgit Helene & Olaisen, Johan Leif (2021)

The future of corporate knowledge work design: Incremental or radical change

[Conference Lecture]. Event

Jevnaker, Birgit Helene & Olaisen, Johan Leif (2021)

Ledelsesideer og hvordan de spres som virus

[Popular Science Article]. 2021(1) , s. 32- 33.

Jevnaker, Birgit Helene & Olaisen, Johan Leif (2020)

Ledelse, tema Digitalisering: 6 arbeids- og livsformer som endres etter koronaen

[Popular Science Article].

Når hverdagslivet er tilbake, hva da? Vi kommer ikke tilbake til hverdagen som var, vi er på full fart inn i en ny hverdag med flere arbeidsformer. Her er seks punkter for å gripe det som utfolder seg nå.

Jevnaker, Birgit Helene & Olaisen, Johan Leif (2020)

The Challenging Business of Art Museums

[Conference Lecture]. Event

Jevnaker, Birgit Helene & Olaisen, Johan Leif (2020)

The Challenging Business of Modern Arts Museums

[Conference Lecture]. Event

Jevnaker, Birgit Helene & Olaisen, Johan Leif (2020)

6 arbeids- og livsformer som endres etter koronaen

[Popular Science Article].

Når hverdagslivet er tilbake, hva da? Vi kommer ikke tilbake til hverdagen som var, vi er på full fart inn i en ny hverdag med flere arbeidsformer. Her er seks punkter for å gripe det som utfolder seg nå.

Revang, Øivind & Olaisen, Johan Leif (2019)

Obstacles and Driving Forces in Virtual Knowledge Sharing: A Case- Based Analysis

[Conference Lecture]. Event

Olaisen, Johan Leif & Revang, Øivind (2019)

Making Knowledge Manage Creative, Engaged and Relevant: A Comparative Philosophy of Science Study of IFKAD papers in 2016,2017, and 2018.

[Conference Lecture]. Event

Olaisen, Johan Leif & Revang, Øivind (2019)

Making Knowledge Management More Relevant and Creative: A Comparative Study of ECKM Papers

[Conference Lecture]. Event

Jevnaker, Birgit Helene & Olaisen, Johan Leif (2019)

The dynamics of arts and business knowledge as meaning

[Conference Lecture]. Event

Olaisen, Johan Leif & Revang, Øivind (2018)

The Direction of Knowledge management research: Making the research more creative, engaged and relevant

[Conference Lecture]. Event

Olaisen, Johan Leif & Revang, Øivind (2018)

The dynamics of knowledge sharing: How to make ordinary people deliver extraordinary results in project teams

[Conference Lecture]. Event

Revang, Øivind & Olaisen, Johan Leif (2018)

Facilitating Knowledge Work for Dynamic Value Creation - A Semantic Approach.

[Conference Lecture]. Event

Olaisen, Johan Leif & Revang, Øivind (2018)

A comparative philosophy of science study of IFKAD papers 2016 and 2017.

[Conference Lecture]. Event

Revang, Øivind & Olaisen, Johan Leif (2018)

Knowledge Management in Turbulent Times - Combining the Soft and Hard Issues

[Conference Lecture]. Event

Olaisen, Johan & Revang, Øivind (2017)

The co-creation of business knowledge as societal meaning in project teams

[Conference Lecture]. Event

Olaisen, Johan & Revang, Øivind (2017)

The dynamics of business knowledge as societal meaning for creativity in teams II

[Conference Lecture]. Event

Revang, Øivind & Olaisen, Johan (2017)

The use of Knowledge Sources to Create Absorptive Capacity - A Case Study

[Conference Lecture]. Event

Olaisen, Johan; Revang, Øivind & Rosendahl, Tom (2017)

Trivialism or Pluralism in Service Research: Making Research Engaged and Scientific

[Conference Lecture]. Event

Olaisen, Johan & Revang, Øivind (2017)

Trivialism or pluralism in knowledge management research in the 21st century: Making knowledge management creative and relevant

[Conference Lecture]. Event

Olaisen, Johan; Revang, Øivind & Edvardsson, Bo (2016)

Intellectual property rights as basics for collaborative trust, knowledge sharing and innovation (revised version)

[Conference Lecture]. Event

Revang, Øivind & Olaisen, Johan (2016)

Dynamic Organizational Development – The Role of Data, Information and Knowledge

[Conference Lecture]. Event

Olaisen, Johan & Revang, Øivind (2016)

Virtual Global Teams as Value Creating Tools for Knowledge Sharing and Innovation

[Conference Lecture]. Event

Olaisen, Johan; Revang, Øivind & Rosendahl, Tom (2015)

Virtual Global Teams as Value Creating Tools for Knowledge Sharing and Collaborative Innovations

[Lecture]. Event

Olaisen, Johan; Revang, Øivind & Rosendahl, Tom (2015)

Intellectual Property Rights as Basics for Collaborative Innovations and Knowledge Sharing

[Conference Lecture]. Event

Olaisen, Johan & Revang, Øivind (2015)

The Dynamics of Business Knowledge as Societal Meaning

[Conference Lecture]. Event

Revang, Øivind & Olaisen, Johan (2015)

Creating Service Innovations Through Network Relations - A case study in the maritime cluster at Sunnmøre, Norway

[Conference Lecture]. Event

Baskerville, Richard; Bunker, Deborah, Olaisen, Johan, Pries-Heje, Jan, Larsen, Tor Jermund & Swanson, E. Burton (2014)

Diffusion and Innovation Theory: Past, Present and Future

Baskerville, Richard; Bunker, Deborah, Olaisen, Johan, Pries-Heje, Jan, Larsen, Tor Jermund & Swanson, E. Burton (red.). Diffusion and Innovation Theory: Past, Present and Future

The article gives a summary of past, present and future research in diffusion and innovation theory concerning information, communication and technology. The article is research based for the past and present while it is conceptual about the future. The article considers different choices of methodology for ICT research and a discussion of philosophy of science.

Revang, Øivind & Olaisen, Johan (2014)

“Navigating The Blue Ocean Of Innovation - A Study Of Antecedents For Ambidextrous Innovation In A Supply Shipping Company”

[Conference Lecture]. Event

Revang, Øivind & Olaisen, Johan (2014)

Keeping Ambidexterity and Knowledge Dynamics Onboard - A Case Study of Norwegian Olympic Shipping

[Conference Lecture]. Event

Rosendahl, Tom & Olaisen, Johan (2013)

Contracting Intellectual Property Rights: Promoter or Inhibitor for Knowledge Sharing and Innovation?

[Conference Lecture]. Event

Rosendahl, Tom; Olaisen, Johan & Revang, Øivind (2013)

Internal Communication as Value Creation in a Change Process

[Conference Lecture]. Event

Rosendahl, Tom; Olaisen, Johan, Osen, Elisabeth & Loftesnes, Signe (2013)

Intellectual Property Rights: Promoter or Inhibitor for Knowledge Sharing?

[Conference Lecture]. Event

Rosendahl, Tom & Olaisen, Johan (2013)

Knowledge Sharing in Virtual Teams

[Conference Lecture]. Event

Rosendahl, Tom; Olaisen, Johan & Letrud, Elise Nettelhorst (2013)

Knowledge Sharing in Virtual Teams. Social Interaction Ties as Fasilitators for the Sharing of High Quality Knowledge

[Conference Lecture]. Event

Syvertsen, Carsten Martin & Olaisen, Johan (2011)

How to meet paradoxes at Borregaard

[Conference Lecture]. Event

Olaisen, Johan & Revang, Øivind (2011)

Crossing Innovation Frontiers

[Conference Lecture]. Event

Rosendahl, Tom; Egir, Asbjørn & Olaisen, Johan (2008)

How to Implement Concurrent Design - A StatoilHydro Case

[Conference Lecture]. Event

Syvertsen, Carsten; Olaisen, Johan & Ladegård, Gro (2005)

The use of intellectual capital and social capital for knowledge generating processes

[Conference Lecture]. Event

Rosendahl, Tom; Grund, Jan, Hennestad, Bjørn, Karlsson, Agneta, Johannessen, Jon-Arild & Olaisen, Johan (2003)

Strategic Management of Dynamic Capabilities: The relation between internal training, dynamic core competence, strategic competence development and innovation”

[Conference Lecture]. Event

Olaisen, Johan & Rosendahl, Tom (2000)

Global thinking and local commitment

[Conference Lecture]. Event

Olaisen, Johan (1999)

Knowledge management as a tool for creativity and valuecreation

[Conference Lecture]. Event

Johannessen, Jon-Arild & Olaisen, Johan (1999)

Fra tradisjonelt oljeselskap til nettverksbasert kunnskapsorganisasjon

[Professional Article]. 4(1)

Johannessen, Jon Arild & Olaisen, Johan (1995)

A Systematic Approach to the Problem of Rooting a Vision in the Basic Components of an Organisation

[Conference Lecture]. Event

Johannessen, Jon Arild & Olaisen, Johan (1995)

Linking Vision to Process Organizing

[Conference Lecture]. Event

Olaisen, Johan; Revang, Øivind & Johannesen, Jon Arild (1993)

Innovators and Contras - New Cross Boarder Aliances and Innovations in Norwegian Working Life

[Conference Lecture]. Event

Johannessen, Jon Arild & Olaisen, Johan (1991)

The Dynamic Learning Service Organization

[Conference Lecture]. Event

Olaisen, Johan & Revang, Øivind (1991)

Bridges and Tunnels, Strategic Alliances and the use of information as components in SASs strategy. Version:II

[Conference Lecture]. Event

Olaisen, Johan; Revang, Øivind, Larsen, Tor Jermund & Andersen, Svein S (1991)

The Dynamic Learning Organization: Creative Management in Scandinavian Airlines System (SAS)

[Conference Lecture]. Event

Olaisen, Johan; Revang, Øivind & Olsen, Geir (1990)

Bridges and Tunnels

[Conference Lecture]. Event

Olaisen, Johan & Revang, Øivind (1990)

The Significance of Information Technology and Alliances for Service Quality - From Market Segmentation to Individual Services.

[Conference Lecture]. Event

Olaisen, Johan & Revang, Øivind (1990)

Information Technology, Strategic Alliances and Service Quality as Critical Success Factors in the Service Industries

[Conference Lecture]. Event