Øystein D. Fjeldstad

At the Forefront, Looking Ahead: Research-Based Answers to Contemporary Uncertainties of Management p. 85-93 Doi: https://doi.org/10.18261/9788215031583-2018-07

Long Range Planning 51(1) p. 32-39 Doi: https://doi.org/10.1016/j.lrp.2017.07.008

Despite a voluminous literature, business model research continues to be plagued with problems. Those problems hinder theory development and make it difficult for managers to use research findings in their decision-making. In our article, we seek to make three contributions. First, we clarify the theoretical foundations of the business model concept and relate them to the five elements of a business model: customers, value propositions, product/service offerings, value creation mechanisms, and value appropriation mechanisms. A clear definition of a business model enables theory to develop systematically and provides coherent guidance to managers. Second, we suggest that value configuration is a contingency variable that should be included in future theorizing and model building. Each of the elements of a business model is affected by a firm's value configuration depending on whether the firm is a value chain, value shop, or value network. Third, we link business models to organization design. We show how organization design is affected by value configuration and how new collaborative organizational forms enable open and agile business models. We derive

Long Range Planning Doi: https://doi.org/10.1016/j.lrp.2017.07.008

Journal of Organization Design 6(7) Doi: https://doi.org/10.1186/s41469-017-0017-y

Increasingly, organizations are assessing their opportunities, developing and delivering products and services, and interacting with customers and other stakeholders digitally. Mobile computing, social media, and big data are the drivers of the future workplace, and these and other digitally based technologies are having large economic and social impacts, including increased competition and collaboration, the disruption of many industries, and pressure being put on organizations to develop new capabilities and transform their cultures. In this article, we provide a conceptual framework for the design of effective digital organizations. Our framework is predicated on the current state of digitization across diverse sectors of the global economy. In the digital world, all activities and transactions leave digital marks, and all actors, things, and places can be reached and affected digitally. As a result, we can design for self-organization rather than using hierarchical mechanisms for control and coordination. Such designs require the strategic and cultural alignment of digital technologies within the organization and externally with stakeholders. We propose that “actor-oriented” principles are at the heart of designing digital organizations and that, if properly applied, can result in a workplace where organization members are highly engaged and productive.

International Business Review 26(1) p. 130-144 Doi: https://doi.org/10.1016/j.ibusrev.2016.06.001

International Encyclopedia of the Social & Behavioral Sciences (Second Edition) p. 546-550 Doi: https://doi.org/10.1016/b978-0-08-097086-8.73107-2

Social Networks 35(3) p. 300-308 Doi: https://doi.org/10.1016/j.socnet.2013.02.007

Measures that estimate the clustering coefficients of ego and overall social networks are important to social network studies. Existing measures differ in how they define and estimate triplet clustering with implications for how network theoretic properties are reflected. In this paper, we propose a novel definition of triplet clustering for weighted and undirected social networks that explicitly considers the relative strength of the tie connecting the two alters of the ego in the triplet. We argue that our proposed definition better reflects theorized effects of the important third tie in the social network literature. We also develop new methods for estimating triplet, local and global clustering. Three different types of mathematical means, i.e. arithmetic, geometric, and quadratic, are used to reflect alternative theoretical assumptions concerning the marginal effect of tie substitution.

Strategic Management Journal 33(6) p. 734-750 Doi: https://doi.org/10.1002/smj.1968

Business and politics in a new global order p. 215-237

Journal of Product Innovation Management 28(1) p. 3-16 Doi: https://doi.org/10.1111/j.1540-5885.2010.00777.x

Journal of Management Studies 47(6) p. 944-966 Doi: https://doi.org/10.1111/j.1467-6486.2009.00901.x

Organizational Dynamics 39(2) p. 184-193 Doi: https://doi.org/10.1016/j.orgdyn.2010.01.007

Organizational Dynamics 39(2) p. 93-103 Doi: https://doi.org/10.1016/j.orgdyn.2010.01.009

Organizational Dynamics 39(2) p. 91-92 Doi: https://doi.org/10.1016/j.orgdyn.2010.01.011

Strategic Organization 7(4) p. 355-386 Doi: https://doi.org/10.1177/1476127009346243

Magma forskning og viten 5(11) p. 18-24

Jan Stentoft Arlbjørn, Árni Halldórsson, Marianne Jahre, Karen Spens (eds.), Northern Lights in Logistics & Supply Chain Management

Service Industries Journal 27(5) p. 563-582

Competition and Welfare: The Norwegian Experience, Lars Sørgaard (ed)

Long Range Planning 39 p. 109-131

Scandinavian Journal of Management p. 77-100

Scandinavian Journal of Management 20 p. 173-196

Industrial Marketing Management 32 p. 397-408

Business Strategy Review 12(1) p. 1-10

Liberalising European Telecommunication

European Research on Management and Business Economics 5(1) p. 61-79

Formulating Competence-Based Strategy

Strategic Management Journal 19(5)

The Smart Manager

the 6th Israel Strategy Conference

Academy of Management Annual Meeting

Fagbokforlaget

SMS conference

2nd SMS India Special Conference 2013

NetMob 2013

Handelshøyskolen BI

Local network externalities are present when the utility of buying from a firm not only depends on the number of other customers (global network externalities), but also on their identity and / or characteristics. We explore the consequences of local network externalities within a framework where two firms compete offering differentiated products. We first show that local network externalities, in contrast to global network externalities, don't necessarily sharpen competition. Then we show that the equilibrium allocation is inefficient, in the sense that the allocation of consumers on firms does not maximize social surplus. Finally we show that local network externalities create a difference between the marginal and the average consumer, which gives rise to inefficiently high usage prices and too high level of compatibility between the networks.

Eiendomsmegleren

How public management matters: strategy, networking, and local service performance

The Harvard-MIT workshop on User and Open Innovation

Academy of Management Conference

Strategic Management Society

Academy of Management Conference.

Handelshøyskolen BI

The 25th annual SMS conference

European business forum : Europe's perspective on global manageme p. 47-53

Workshop on Competition and Cooperation

The 17th annual IMP conference

Handelshøyskolen BI

Handelshøyskolen BI

Handelshøyskolen BI