Employee Profile

Ragnhild Kvålshaugen

Professor

Department of Strategy and Entrepreneurship

Room number C3Y-087
E-mail ragnhild.kvalshaugen@bi.no

Area of Expertise

Strategic change
Strategic leadership
Process- and organizational innovation
Digital transformation
Interorganizational collaboration

Publications

Shows 5 of 31 publication(s)

Article Ángels Dasi, Torben Pedersen, Sverre Tomassen, Ragnhild Kvålshaugen (2025)

Integration and governance mechanisms: a multilevel analysis of knowledge adoption in MNCs

Multinational Business Review 33(4) p. 604-631 Doi: https://doi.org/10.1108/MBR-09-2024-0165

Purpose This paper aims to examine employees’ adoption of knowledge sourced from other multinational company (MNC) units. From a contingent approach, it analyzes how the fit between the integration mechanisms directed toward the MNC units (i.e. centralization, formalization and socialization) and three knowledge governance mechanisms directed toward the employees (incentives, networks and information and communication technology systems) affects knowledge adoption from other organizational units. Design/methodology/approach Within one MNC, a multilevel model was developed and tested on 341 individuals nested in 70 departments worldwide. Two sources of information were used: the employees’ survey provided information on knowledge adoption and the applied knowledge governance mechanisms, and the department managers’ survey provided information about the integration mechanisms at the corporate level. Findings The results confirm that integration mechanisms by themselves have no direct effects on knowledge adoption, but they influence the context where this process occurs by affecting the contextual conditions of ambiguity, uncertainty and flexibility. The applied knowledge governance mechanisms will only lead to increased knowledge adoption if a fit exists between the integration and knowledge governance mechanisms. Originality/value While much of the knowledge-based view literature has focused on MNCs’ transfer of knowledge across units, this study focuses on the effective adoption or use of the transferred knowledge, known as knowledge effectiveness. In addition, this study adopts multilevel modeling and contributes to the knowledge governance approach by showing that the effectiveness of knowledge governance mechanisms is contingent on their fit or misfit with the integration mechanisms applied at the corporate level.

Chapter Ragnhild Kvålshaugen, Anna Sundberg Swärd (2024)

Managing complex collaboration in construction projects

Routledge Handbook of Collaboration in Construction Doi: https://doi.org/10.1201/9781003379553-22

Article Anna Swärd, Ragnhild Kvålshaugen, Lena Elisabeth Bygballe (2022)

Unpacking the Duality of Control and Trust in Inter-Organizational Relationships through Action-Reaction Cycles

Journal of Management Studies p. 1-34 Doi: https://doi.org/10.1111/joms.12864

To ensure cooperation, parties in inter-organizational relationships (IORs) draw upon both control and trust. Yet, how control–trust dynamics change as IORs evolve remains unclear. This study illuminates the interplay between control–trust dynamics and IOR dynamics by unpacking how control and trust refer to and create one another through action–reaction cycles. We find that conflicting enactments of vulnerability and risk caused by critical incidents lead to tensions between the parties (IOR dynamics) regarding how and when they rely on control and trust. Consequently, coping practices are applied to redefine the controlling and trusting domain and mediate between the multiple and temporal domains to ensure that control and trust refer to and create one another to (re)form positive expectations. The study's main implication is that it makes little sense to study control-trust dynamics in IORs, like other relational phenomena, in isolation and at a single point in time.

Article Manuel Franco Torres, Ragnhild Kvålshaugen, Rita Maria Ugarelli (2021)

Understanding the governance of urban water services from an institutional logics perspective

Utilities Policy 68 Doi: https://doi.org/10.1016/j.jup.2020.101159

In recent decades, the urban water sector has experienced accelerating social complexity that derives from conflicting goals and beliefs, making the sustainability of the sector primarily a governance issue. However, existing governance models do not reflect the new reality. There is thus an urgent need to develop an urban water governance model reflecting this increasing complexity, to support sustainable governance. We integrate concepts from sociology, institutional theory and sustainability transitions to build a governance framework that includes interactions of social structures, and practices, shaped by different institutional logics and categorised at strategic, tactic, operational, and reflexive level.

Article Vegard Kolbjørnsrud, Ragnhild Kvålshaugen, Ragnvald Sannes (2020)

Strategiske gevinster ved robotisering i bygg- og anleggsnæringen

Praktisk Økonomi & Finans 36(1) p. 18-32 Doi: https://doi.org/10.18261/issn.1504-2871-2020-01-04

Digitalisering er på full fart inn i bygg- og anleggsnæringen (BA-næringen). Prosjektstyring, konstruksjon og byggeprosess digitaliseres og de analoge byggetegningene erstattes av interaktive, digitale modeller som kan deles på tvers av fag og organisasjoner. Ny teknologi gir mange muligheter for å organisere arbeidet annerledes. Tungt og farlig arbeid kan blant annet erstattes av roboter. Digitale tvillinger av byggerier kan bidra til mange muligheter med tanke på effektivisering av byggeprosessen, forenkling av drift og vedlikehold og støtte til mye annen teknologi som for eksempel bruk av roboter. Denne artikkelen fokuserer på muligheter og betingelser for mer bruk av roboter i BA-næringen. Robotisering i BA-næringen forventes å mer enn doble seg allerede innen 2023 til $166 millioner, så her går utviklingen veldig fort.1 Innovasjoner i semi- og fullautomatiserte roboter kan hjelpe BA-næringen til å bygge mer effektivt (mindre sløsing, til lavere kostnader, raskere) og sikrere. Spørsmålet er hvordan robotisering kan gi gevinster og hva som er betingelsene for å utnytte potensialet som ligger i automatisering og robotisering av byggeprosess. Vi vil derfor undersøke hva roboter kan brukes til i byggeprosessen og hva som kreves av omstilling for å utnytte og få effekter av roboter. Vi har gjort en undersøkelse av hvilke type roboter som finnes som kan støtte verdiskapingen i byggeprosessen. Studien baserer seg på gjennomgang av litteratur om robotisering med spesielt fokus på BA-næringen.

Article Lena Elisabeth Bygballe, Ragnhild Kvålshaugen (2018)

Practices in Institutional Prosjects as Moblizers of Change: A Case of Adaptation to Climate Change

Proceedings and Membership Directory - Academy of Management Doi: https://doi.org/10.5465/ambpp.2018.13135abstract

Article Tale Skjølsvik, Ragnhild Kvålshaugen, Siw Marita FOSSTENLØKKEN, Øivind Revang, Fred H. Strønen, Thorvald Hærem, Katja Maria Hydle, Karl Joachim Breunig, Frida Pemer (2017)

Obituary: Professor Bente R. Løwendahl (1958-2017)

Journal of Professions and Organization p. 89-90 Doi: https://doi.org/10.1093/jpo/jox007

Conference abstract Erik Aadland, Ragnhild Kvålshaugen (2017)

The dark side of repeat collaboration in projects: Myopic learning embedded in relational ties

Academy of Management Annual Meeting Proceedings Doi: https://doi.org/10.5465/AMBPP.2017.15055abstract

Previous research has identified a dilemma regarding the effects of repeat collaboration on creative project performance. Reactivating knowledge from previous collaboration economizes new project ventures, but it may also hinder creativity because of constrained creative abrasion and myopic learning. Existing research on how to solve the dilemma emphasizes increasing the variability in the project team. Building on the theory of creative abrasion and myopic learning, we argue that increasing variability in project characteristics may represent another means for navigating the dilemma. We first show that reactivating previously successful relationship dyads in new projects tends to increase creative project performance on average. We then proceed to show that reactivating previously successful relationship dyads on projects that are similar in terms of project sophistication is more likely to have a negative effect on creative project performance. However, this negative effect is mitigated by reactivating previously successful relationship dyads on projects that are different in terms of project sophistication. The findings suggest that introducing a different set of project characteristics activates current knowledge and experiences stored in the interpersonal ties in different ways which have a positive effect on creative project performance. We test and find support for our theory using project data from the digital advertising industry in Norway from 2003-2010.

Chapter Rolv Petter Storvik Amdam, Ragnhild Kvålshaugen (2016)

Ledelse som profesjon i Norge - fagkompetanse versus ledelseskompetanse

Profesjon og ledelse p. 233-254

Conference abstract Karl Joachim Breunig, Ragnhild Kvålshaugen (2016)

Mindful enactments of misalignments between the ostensive aspect of the routine and its purpose

Academy of Management Annual Meeting Proceedings Doi: https://doi.org/10.5465/AMBPP.2016.16335abstract

Article Karl Joachim Breunig, Jonas Söderlund, Ragnhild Kvålshaugen (2015)

Lasting temporariness: Projects as capability bridges across time and organizational levels

Academy of Management Annual Meeting Proceedings Doi: https://doi.org/10.5465/AMBPP.2015.18086abstract

This study reveals how learning and experiences accumulated in temporary projects contribute to capability development and change of strategic orientation in project-based organizations. We argue that capability development in project-based organizations must rest upon an understanding of projects as “capability bridges”, thus contrasting extant literature’s common treatise of the temporariness inherent in project-based organizing. This paper presents an analytical framework that identifies how capabilities develop over time and across levels in specific contexts. The empirical data is derived from a longitudinal case study of capability development in an international project-based professional service firm. The case study demonstrates how projects function as bridges connecting both past, present and future, and individual-, project and- organization levels, thus illustrating the temporality of capabilities, on the one hand, and the multi- level features of capabilities, on the other hand. Thus, this study shows how knowledge and experiences accumulated from past and current projects influence the formation of future capabilities and strategies. Simultaneously, anticipations of the future influence current activities and the utilization of past project experiences. This leads to an improved understanding how capabilities are developed across organizational levels and across time.

Article Ragnhild Kvålshaugen, Katja Maria Hydle, Per Olof Brehmer (2015)

Innovative Capabilities in International Professional Service Firms: Enabling Trade-Offs between Past, Present and Future Service Provision

Journal of Professions and Organization 2(2) p. 148-167 Doi: https://doi.org/10.1093/jpo/jov005

This study examines the relationship between service provision and innovation in international professional service firms (IPSFs). Through an extended study in one IPSF, we find that innovation stems from the provision of services in the past and present. Different service provisions offer different learning opportunities which influence the modification, renewal, and creation of service concepts,service processes, technologies, and relationships. In order to take advantage of the learning opportunities, certain operational and dynamics capabilities are identified as important. With regard to operational capabilities, understanding customer needs, internal learning, formalization, external and relational learning, integration, and commercialization are identified as important capabilities. Further, two dynamic capabilities driving innovation are identified: learning and knowledge accumulation and scaling and expanding the service portfolio. The learning and knowledge accumulation apability is grounded in the efficient provision of standardized-provided services. By providing these services, insights into customer’s needs are gained, specialized expertise is developed, and reputation and legitimacy for solving novel and complex problems increase. The scaling and expanding capability enables the IPSF to develop customized–co-produced services into standardized-provided services over time with global outreach. Our study shows that careful management of the service portfolio is of utmost strategic importance for the sustainable competitive advantage of IPSFs

Article Katja Maria Hydle, Ragnhild Kvålshaugen, Karl Joachim Breunig (2014)

Transnational practices in communities of task and communities of learning

Management Learning 45(5) p. 609-629 Doi: https://doi.org/10.1177/1350507613500881

This article explores situated practices in communities that provide transnational services. Communities of practice generally focus on reinforcing local ties. Our study identifies two distinctive but interdependent communities of practice that are transnational and virtual: one community consists of employees who share work and tasks, labeled communities of task; the other consists of employees who jointly share and create knowledge, labeled communities of learning. We extend the existing community of practice literature by providing a heterogeneous understanding of the different types of situated practices, claiming that the situated practices of sharing work and sharing knowledge stem from the type of participation within the communities, either through service relays or virtual servicing. Empirical data in this study were collected from two transnational professional service firms. Our study shows that both types of communities benefit from managerial facilitation, even though one community type is more formal and the other is informal.

Article Sebastiano Lombardo, Ragnhild Kvålshaugen (2014)

Constraint-Shattering Practices and Creative Action in Organizations

Organization Studies 35(4) p. 587-611 Doi: https://doi.org/10.1177/0170840613517597

This study contributes insights on how actors cope with constraints in ill-structured problem-solving situations, and what implications this coping has for creative action. To date, most research on constraint handling has treated constraints, regardless of their nature, origin, or role, as external factors that enable or hinder creativity. In contrast, we consider constraints to be inextricably intertwined with all creative action. We focus our study on one specific practice for constraint handling: namely, shattering. Empirical data were collected for 12 projects in two engineering consulting firms, and four shattering practices were identified: protesting, proposing, betraying, and sabotaging. We discuss their enactment in various parts of the problem space and their implications for the management of creative action in organizations.

Article Karl Joachim Breunig, Ragnhild Kvålshaugen, Katja Maria Hydle (2014)

Knowing your boundaries: Integration opportunities in international professional service firms

Journal of World Business 49(4) p. 502-511 Doi: https://doi.org/10.1016/j.jwb.2013.12.004

This study presents three different business models (continuous, repetitious, and unique) identified in international professional service firms that pursue a transnational strategy. These business models have varying opportunities for global integration. We extend the integration–responsiveness framework by offering a framework for analyzing how to balance global integration with local responsiveness when pursuing a transnational strategy. By identifying the content, structure, and governance transactions of the three business models, we can determine when to pursue headquarters-initiated global integration and when to choose strategies that ensure local responsiveness and subsidiary competitiveness in local markets.

Article Ragnhild Kvålshaugen, Rolv Petter Storvik Amdam (2014)

Stability and change in managerial elites: The institution of management education in Norway from 1936 to 2009

Management & Organizational History 9(3) p. 272-287 Doi: https://doi.org/10.1080/17449359.2013.879725

Market transformations and organisational changes lead to new needs for managerial competence, and such changes are proposed to influence the institution of management education over time. However, in an examination of the educational backgrounds of Norwegian CEOs from 1936 to 2009, this paper finds that changes in the institution of management education cannot be interpreted as direct responses to the organisational and external changes that companies face. This study suggests that the institution of management education is modified rather than fundamentally changed. These modifications can largely be explained by the concepts of institutional solidarity (i.e. dominant agents define what management education is, and this understanding is difficult to change due to path dependencies in the recruitment of top managers) and institutional plasticity (i.e. the “stretching” of established institutional scripts to fit new contexts).

Article Ragnhild Kvålshaugen (2012)

Kunnskapsbaserte tjenesteytere: Koblere og meglere av kunnskap i norsk næringsliv

Magma forskning og viten 15(1) p. 41-50

Article Rolv Petter Amdam, Ragnhild Kvålshaugen (2010)

Utdanning av norske næringslivstopper kontinuitet eller brudd?

Magma forskning og viten 13(3) p. 37-42

Chapter Rolv Petter Storvik Amdam, Ragnhild Kvålshaugen (2009)

Mercury and Minerva: Scences from a Marriage

Exploring the Worlds of Mercury and Minerva. Essays for Lars Engwall p. 31-43

Article Ragnhild Kvålshaugen, Karl Joachim Breunig (2009)

Strategisk kompetansestyring i prosjektbaserte organisasjoner - fra et forbrukerperspektiv til et produsent perspektiv

Praktisk Økonomi & Finans 25(3) p. 73-81

Article Ragnhild Kvålshaugen (2007)

Autentisk ledelse - en effektiv lederstil?

Magma forskning og viten 10(5) p. 22-28

Article Tale Skjølsvik, Bente R. Løwendahl, Ragnhild Kvålshaugen, Siw Marita FOSSTENLØKKEN (2007)

Choosing to learn and learning to choose: strategies for client co-production and knowledge development

California Management Review 49(3) p. 110-128

Chapter Ragnhild Kvålshaugen, Bente R. Løwendahl, Fred Wenstøp (2003)

Fra beslutning til gjennomføring

Grunnbok i strategi p. 339-370

Chapter Ragnhild Kvålshaugen (2003)

Likevekt, motvekt og mangfold

ISCO Group, IIC Partners, Executive Search Worldwide

Chapter Rolv Petter Amdam, Ragnhild Kvålshaugen, Eirinn Larsen (2003)

The Power of Content revisited

Rolv Petter Amdam, Ragnhild Kvålshaugen and Eirinn Larsen (eds.): Inside the Business Schools: The Content of European Business Education

Chapter Ragnhild Kvålshaugen, Agnete Vabø, Eirinn Larsen (2003)

National Heterogeneity in Standardised Programmes of Business Education

Inside the business schools: The content of European business education p. 110-130

Chapter Ragnhild Kvålshaugen, Ron Sanchez, Aimé Heene (2000)

Implicit Theories of Strategy and Managerial Discretion

Advances in Applied Business Strategy p. 147-163

In this paper the manager's strategic way-of-thinking is in focus. A strategic way-of thinking consists of a number of thematic sets of values, assumptions, beliefs, ideas and thoughts about management and strategic development in organizations. Some of these ideas are implicit (beyond awareness), and are based on some preconceived, implicit understanding of what to do in order to make the "right" choices, and what the "right" choices might be. These preconceived ideas are labeled implicit theories of strategy. The paper explains the concept of implicit theories of strategy, how this concept relates to strategic decision-making and where it originates. Some propositions for further research are suggested related to the topics presented above. Implicit theories of strategy can contribute to a development of the competence-based management perspective and this is also discussed. At the end, some suggestions for how to study implicit theories of strategy are proposed.

Article Ragnhild Kvålshaugen, Rolv Petter Amdam (2000)

Etablering og utvikling av ledelseskulturer: Norsk kenningisme

Nordiske organisasjonsstudier 2, 1 p. 84-106

Artikkelen fokuserer på hvordan en ledelseskultur etableres og utvikles. Hovedvekten er lagt på å forklare hvilke faktorer som er viktige for lederes valg av ledelsesideer og årsakene til at disse ideene blir spredt utover flere bedrifter og over tid. Ledelseskulturen som bidrar til det empiriske grunnlaget for artikkelen er kenningisme - en ledelseskultur som utviklet seg blant norske bedriftsledere som brukte George Kenning (amerikansk ledelseskonsulent) og hans ledelsesprinsipper til å definere hva ledelse er, og som betraktet ham som en betydningsfull rådgiver. Studien viser at en ledelseskultur over tid kan utvikles til å bli en mote. Videre behøver ikke moten nødvendigvis å dø helt ut, men snarere gjenoppstå i en ny og mer moderne utgave. Funnene fra studien antyder også at man bør studere utviklingen av ledelseskulturer i et evolusjonært perspektiv, siden en slik kultur utvikles over tid og gjennomgår ulike utviklingsfaser. The paper focuses on how a management culture was established and developed. The emphasis is on explaining which factors that have major influence on managers' choices of management ideas and the reasons for the diffusion of these ideas among organizations and over time. The case used to exemplify these relationships is the diffu-sion of George Kenning's management philosophy in Norway. He was an American management consultant helping some Norwegian managers to define management and managerial roles. This study shows that a management culture develops over time and after a while even becomes a fashion. It also shows that a management fashion do not necessarily suddenly die. It might be revitalized and arise in new forms. The findings in the study, thus, suggest that applying an evolutionary perspective on the development of a management culture might enhance the understanding of this formation process.

Article Ragnhild Kvålshaugen, Rolv Petter Amdam (1998)

Educational and Social Construction of Managerial Practice

Vezetéstudomány

Article Ragnhild Kvålshaugen (1998)

Hvordan påvirker ulike kunnskapskilder lederes praksis

Magma forskning og viten

Article Ragnhild Kvålshaugen (1997)

Sosiale paradokser og organisasjonsutvikling

Beta – Scandinavian Journal of Business Research p. 62-73

Shows 5 of 21 publication(s)

Feature article Ragnhild Kvålshaugen, Anna Swärd, Petrine Djupvik-Flaa (2020)

Mer innovasjon og utvikling i bygg og anleggsnæringen: Gjenta samarbeid!

Feature article Ragnhild Kvålshaugen, Renate kratochvil, Mariya Khanamiryan, Graham Moore (2020)

Bort fra dataklemming - byggebransjen inn i den digitale tidsalder

Feature article Anniken Salvesen, Julie Eriksen Berg, Ragnhild Kvålshaugen (2018)

Vilt og vått. Kan temmes.

Feature article Anniken Salvesen, Julie Eriksen Berg, Ragnhild Kvålshaugen (2018)

Vilt og vått. Kan temmes.

Participation in media Ragnhild Kvålshaugen (2015)

Hva er den verste kombinasjonen av destruktiv sjefing og sabøterer i arbeidslivet. https://radio.nrk.no/serie/ekko-helg/MDSP31002415/24-10-2015#t=2m5s

Interview Ragnhild Kvålshaugen, Kim Robert Lisø (2015)

Byggebransjen er lite innovativ

Interview Ragnhild Kvålshaugen (2014)

Ledere må lytte til de som saboterer og sutrer http://e24.no/jobb/ledertalentene/ledertalentene-2014/bi-forsker-ledere-maa-lytte-til-de-som-saboterer-og-sutrer/23298546

Interview Ragnhild Kvålshaugen (2014)

Hindringer kan gjøre oss mer kreative - http://www.bi.no/bizreview/artikler/hindringer-kan-gjore-oss-mer-kreative/

Interview Ragnhild Kvålshaugen (2014)

Mer kreativ av problemer

Interview Ragnhild Kvålshaugen (2014)

Ni råd for å bli mer effektiv

Interview Ragnhild Kvålshaugen, Ingunn Myrtveit (2014)

Oppmerksomt tilstede

Interview Ragnhild Kvålshaugen (2011)

Kritisk til autentisk ledelse

Interview Ragnhild Kvålshaugen (2011)

Tilbakeskritt for Vestre Viken

Interview Ragnhild Kvålshaugen, Karl Joachim Breunig, Helge Klitzing, siw ellen jacobsen (2011)

Et system for å dele kunnskap

Interview Ragnhild Kvålshaugen (2011)

Menn 50 pluss er overvurdert

Interview Ragnhild Kvålshaugen (2011)

Dominante ledere mer ekstreme

Feature article Ragnhild Kvålshaugen (2011)

Autentiske ledere lykkes

Interview Ragnhild Kvålshaugen, Karl Joachim Breunig (2010)

Viktig med klima for læring på jobben

Interview Ragnhild Kvålshaugen, Karl Joachim Breunig (2010)

Hverdagslæring

Feature article Ragnhild Kvålshaugen (2001)

Ensartet elite skadelig for næringslivet

Feature article Ragnhild Kvålshaugen (2001)

Ledere er for like

Shows 5 of 76 publication(s)

Conference lecture Lena Elisabeth Bygballe, Ragnhild Kvålshaugen (2025)

How temporal structures shape joint problem-solving in interorganizational projects

EGOS Athens

Conference lecture Rolv Petter Storvik Amdam, Ragnhild Kvålshaugen (2025)

Changing a Leadership Programs Narrative through Rhetoric History: The New Meaning of Kenningism in Norway

SCANCOR Conference 2025

Conference lecture Hugo Firmo, Ragnhild Kvålshaugen (2024)

Recombination of physical resources? Economic growth in a circular economy

EGOS - 40th Colloquium

Report Lena Elisabeth Bygballe, Hugo Firmo, Ragnhild Kvålshaugen (2021)

Nye forretningsmodeller for sirkulær økonomi i bygg-, anleggs- og eiendomsnæringen (BAE). En litteraturstudie.

Handelshøyskolen BI

Denne rapporten handler om sirkulær økonomi og nye forretningsmodeller i BAE-næringen. Vi har gjennomført en innledende (scoping) litteraturstudie av internasjonal vitenskapelig litteratur på området med utgangspunkt i følgende forskningsspørsmål: What is the current state of the art of business model innovation within the circular economy?” Resultatene fra denne gjennomgangen presenteres her i rapporten. Studien har hatt som formål å identifisere interessante aspekter og problemstillinger knyttet til sirkulære forretningsmodeller, og å vise relevansen av disse for det videre arbeidet (både praktisk og forskningsmessig) og diskusjonen som foregår knyttet til å skape en mer sirkulær BAE-næring.

Conference lecture Renate Kratochvil, Ragnhild Kvålshaugen (2021)

Implementing strategy: Platforms and data integration as a bundle of solutions to a meta-problem

EGOS 2021, Sub-theme 19: Collaboration and the (Ir)Rationalities of Decision-making in a Digital Landscape

Article Renate Kratochvil, Mariya Khanamiryan, Ahmet Soylu, Ragnhild Kvålshaugen (2021)

Organizational context factors that stimulate digital mindsets to unfold in digital transformation

Academy of Management Annual Meeting Proceedings

Report Ragnhild Kvålshaugen, Julie Holtet Svendsen, Sarah Lillia Bjønnes (2021)

En god start: Produktivt samarbeid i tidligfase av byggeprosjekter

Handelshøyskolen BI

Report Ragnhild Kvålshaugen, Anna Swärd, Petrine Djupvik-Flaa, Synne Stenberg, Ulrik Virgenes (2021)

Gjentakende samarbeid i utbyggingsprosjekter: Skaper det verdi og i så fall hvilke verdier og hvordan?

Handelshøyskolen BI

Conference lecture Renate Kratochvil, Ragnhild Kvålshaugen (2021)

Symmetric interactions in university-industry research collaboration: Novelty lost

DRUID Annual Conference 2021

Article Renate Kratochvil, Mariya Khanamiryan, Ragnhild Kvålshaugen (2020)

Move away from data hugging - the construction industry into the digital age

Bygg.no

Conference lecture Ragnhild Kvålshaugen, Anna Swärd, Lena Elisabeth Bygballe (2020)

Controlling as caring: Exploring Control-trust dynamics in interorganizational relationships

AOM conference

Report Lena Elisabeth Bygballe, Anne Kokkonen, Ragnhild Kvålshaugen (2020)

What makes collaboration works?

SINTEF Community

Report Ragnhild Kvålshaugen, Sergejs Groskovs (2020)

Måle effekter av digitalisering i den norske byggenæringen

Prosjekt Norge

Conference lecture Renate Kratochvil, Ragnhild Kvålshaugen (2020)

Collaborative innovation to keep the idea of a (responsible) digital platform alive

PDW KINcubator, VU Vrije Universiteit, Amsterdam, 2020

Lecture Ragnhild Kvålshaugen, Anna Swärd, Lena Elisabeth Bygballe (2020)

Controlling as caring: Exploring Control-trust dynamics in interorganizational relationships

Process Symposium

Conference lecture Renate Kratochvil, Ragnhild Kvålshaugen (2020)

Collaborative innovation to keep the idea of a (responsible) digital platform alive

Annual Conference of the Academy of Management (AOM)

Lecture Lena Elisabeth Bygballe, Anne Kokkonen, Ragnhild Kvålshaugen (2019)

Institutional projects and collaborative strategizing in adapting to climate change

35th EGOS Colloquium, European Group for Organizational Studies

Conference lecture Renate Kratochvil, Ragnhild Kvålshaugen (2019)

Boundaryless coordination – A Constituting Process for Openness

Open Strategy PDW, University Bern, in Switzerland

Textbook Ragnhild Kvålshaugen, Grete Wennes, Jon Gunnar Nesse (2019)

Organisere og lede : dilemmaer i praksis

Fagbokforlaget

Conference lecture Sverre Tomassen, Ángels Dasi, Torben Pedersen, Ragnhild Kvålshaugen (2019)

A Multilevel analysis of the Mechanisms for cross-unit knowledge adoption in MNCs.

Strategic Management Society Annual Conference, Minneapolis, October 2019.

Conference lecture Ragnhild Kvålshaugen, Anna Swärd, Lena Elisabeth Bygballe (2019)

Controlling for trust or distrust?

Academy of Management Meeting

Textbook Ragnhild Kvålshaugen, Jon Gunnar Nesse, Grete Wennes (2019)

Organisere og lede: Dilemmaer i praksis

Fagbokforlaget

Conference lecture Renate Kratochvil, Ragnhild Kvålshaugen (2019)

“Strategically transforming for digitalization – Exploring micro-practices of formulating problems and finding solutions”

Annual Meeting of the European Group of Organization Studies (EGOS)

Report Ragnhild Kvålshaugen, Anna Swärd (2018)

Sluttrapport Samhandling og prosessledelse

Handelshøyskolen BI

Konfliktnivået i anleggsprosjekter er et stadig tilbakevendende tema i den offentlige debatten. Debatten handler ofte om kontraktsformer, tildelingskriterier og ikke minst kvaliteten på samhandlingen mellom aktørene i disse interorganisatoriske prosjektene. Tidligere forskning har vist at utvikling av tillit og gode relasjoner er spesielt viktig for å unngå konflikter. I studien som presenteres her, utdyper vi dette. Studien er gjennomført som en case-studie av E16 Bagn-Bjørgo. Her har vi gjort intervjuer, spørreundersøkelser, dokumentanalyser og observasjoner i møter for å undersøke: • Betingelsene for at gode intensjoner fra Samhandlingsfasen (SHF) tas med inn i prosjektgjennomføringen • Om måling av samhandlingskvalitet underveis i prosjektet bidrar til å sette mer fokus på samhandlingskvalitet og relasjoner i prosjektgjennomføringen • Identifikasjon av former for kontroll som bidrar til å utvikle og opprettholde tillit i relasjonene Vi finner at kvaliteten på gjennomføringen av SHF er viktig for å gi prosjektet en god start. Her utvikles det tillit mellom aktørene ved at man viser kompetanse og velvillighet. Videre ved temasamlinger skaper man felles oppgaveforståelse og i tillegg defineres strukturer og regler for samhandling som synliggjøres gjennom samhandlingsplakaten. Det er viktig å merke seg at tilliten som utvikler seg i SSHF er midlertidig. Hvis den skal styrkes og opprettholdes, så har vi identifisert problemløsningorientert atferd og ledelse som spesielt kritiske faktorer. Problemløsning handler om å finne gode løsninger på uforutsette forhold som oppstår underveis i prosjektet. Det å ha kompetente medarbeidere hos både byggherre og entreprenør er avgjørende. Samarbeid innad i ledelsen er viktig, men det er også viktig å myndiggjøre folkene som faktisk utfører de konkrete arbeidsoppgavene slik at de sammen finner gode løsninger. Å skape et felles lederteam for prosjektet hvor man samarbeider på tvers av organisasjonene er viktig. Det er viktig at ledere framsnakker de andre partene. Dette har en smitteeffekt nedover i organisasjonene. Kontroll er en nødvendig del av anleggsprosjekter for å sørge for at det man bygger faktisk er i henhold til de standarder som er satt. Måten å gjøre kontroll på har imidlertid stor betydning for utvikling og bibehold av tillitsrelasjoner. Vi identifiserer tre praksiser for kontroll som bidrar til bygge og opprettholde tillitsfulle relasjoner; informerende praksis, problemløsende praksis og proaktiv praksis.

Conference lecture Ragnhild Kvålshaugen, Karl Joachim Breunig (2018)

Longitudinal research design and analysis in routine change

Routines Research Meeting

Conference lecture Anna Swärd, Ragnhild Kvålshaugen (2018)

Trust and relational coordination

AOM symposium

Master thesis Ragnhild Kvålshaugen, Anniken Salvesen, Julie Eriksen Berg (2018)

Falling Between The Silos: Fragmentation in Roles and Responsibilities Creates Barriers to Climate Adaptation. A Case Study of Stormwater Management in the Municipality of Oslo

Conference lecture Ragnhild Kvålshaugen, Lena Elisabeth Bygballe (2018)

Practices in Institutional Projects as Mobilizers of Change: A Case of Adaptation to Climate Change

Academy of Management

Report Åshild Lappegard Hauge, Ragnhild Kvålshaugen (2018)

Beslutningsprosesser om overvann i urbane strøk

SINTEF Byggforsk

Lecture Ragnhild Kvålshaugen (2018)

Practices in institutional projects as mobilizers of change: A case of adaptation to climate change.

Presentasjon for forskergruppen på Global Project Center, School of Engineering. Stanford University

Conference lecture Rolv Petter Storvik Amdam, Ragnhild Kvålshaugen (2018)

Narratives and the Financialization; The Narrative that Transformed Capitalism in Norway in the 1980s

Business History Conference 2018

Lecture Ragnhild Kvålshaugen (2018)

Practices in institutional projects as mobilizers of change: A case of adaptation to climate change

Presentasjon på Scancor seminar

Conference lecture Anna Swärd, Lena Elisabeth Bygballe, Ragnhild Kvålshaugen (2018)

Controlling for trust

SMS special conference

Lecture Lena Elisabeth Bygballe, Ragnhild Kvålshaugen (2017)

Institutional projects as mobilizers of change in the realm of institutional complexity: The case of adaptation to climate change

NEON 2017

Lecture Lena Elisabeth Bygballe, Ragnhild Kvålshaugen (2017)

Institutional projects as mobilizers of change in the realm of institutional complexity: The case of adaptation to climate change

UCL The Bartlett School of Construction and Project Management Faculty seminar

Lecture Sebastiano Lombardo, Daniel Massie, Ragnhild Kvålshaugen (2017)

Temporal Strategic Partnerships: The Role of Relationality and Micro-Phenomena

Strategic Management Society 2017

This proposal describes an ongoing research project into temporal strategic partnering. Our case-study of the relationship development between a large contractor, its client and sub-contractors revolving around a billion-dollar construction project answers the call for further research into social aspects of strategic partnerships. We aim to disentangle the relational dynamics in collaborative approaches that drive value creation and destruction. Preliminary results suggest that the development of shared goals, understanding, respect and trust are central explanatory variables for project success. Thus we, have adapted tools and concepts from relational coordination theory to capture and measure these relational aspects of inter-organizational relationships. The qualitative part of the study develops a relational model of partnering and highlight micro-phenomena’s role in value creation within collaborative arrangements and processes.

Article Rolv Petter Storvik Amdam, Ragnhild Kvålshaugen (2017)

Norske toppledere og deres utdanningsbakgrunn i 2016

Magma forskning og viten 20(5) p. 64-69

Conference lecture Sverre Tomassen, Ragnhild Kvålshaugen (2017)

The Effect of Coordination Mechanisms on Knowledge Adoption Across Types of Work in MNCs

SMS Conference

Commentary Rolv Petter Storvik Amdam, Ragnhild Kvålshaugen (2016)

Mer globale toppledere?

Kapital

Conference lecture Karl Joachim Breunig, Ragnhild Kvålshaugen (2016)

Routine change: Mindful enactments of misalignments betwenn the ostensive aspects of the routine and its performance

76th AoM Annual Meeting

Lecture Ragnhild Kvålshaugen, Lena Elisabeth Bygballe (2016)

I strategiarbeid, skal vi bry oss om klimaendringer?

Strategiforum

Lecture Lena Elisabeth Bygballe, Ragnhild Kvålshaugen (2016)

Innovation in the realm of institutional complexity – the case of climate adaptation

Organization Science Winter Conference: Innovation and Organization

Lecture Anna Sundberg Swärd, Daniel Massie, Ragnhild Kvålshaugen (2016)

The role of trust in relational coordination

Relational coordination conference

Conference lecture Karl Joachim Breunig, Jonas Söderlund, Ragnhild Kvålshaugen (2015)

Lasting Temporariness: Projects as Capability Bridges across Time and Organizational Levels

The 75th Annual Meeting of the Academy of Management

Lecture Ragnhild Kvålshaugen (2015)

Klimaendringer og byggenæringen

BIs Senter for byggenæringens 10års jubileum

Conference poster Karl Joachim Breunig, Jonas Söderlund, Ragnhild Kvålshaugen (2015)

Lasting temporariness: Projects as capability bridges across time and organizational levels

Organization Science Winter Conference

Conference lecture Paulina Junni, Ragnhild Kvålshaugen, Sverre Tomassen (2014)

Leadership culture for knowledge sharing in IPSFs: Do formal transmission channels help or hurt?

Strategic Management Society Conference

Conference lecture Karl Joachim Breunig, Jonas Söderlund, Ragnhild Kvålshaugen (2014)

Lasting temporariness: Longitudinally assessing multiple outcomes of temporary project work

30th European Group of Organization Studies (EGOS)

Conference lecture Ragnhild Kvålshaugen, Sverre Tomassen (2013)

Different Governance Mechanisms, Different Benefits: Knowledge Sharing in International Professional Service Firms

Strategic Management Society

Conference lecture Vedrana Jez, Ragnhild Kvålshaugen, Ingunn Myrtveit (2013)

Cognitive Biases in Strategic Decision-Making

Strategic Management Society

Textbook Arne Isaksen, Birgit Helene Jevnaker, Ragnhild Kvålshaugen, Morten Levin, Tore Geir Nilssen, Johan Elvemo Ravn, Aage Sending, Olav R Spilling, Grete Wennes, Lisbeth Øyum (2013)

Teknologiledelse. Innovasjon, økonomi, organisasjon

Fagbokforlaget

Conference lecture Sebastiano Lombardo, Ragnhild Kvålshaugen (2012)

Not Playing by the Rules. Provocation and the Dark Side of Organizational Ingenuity

EGOS

Lecture Sebastiano Lombardo, Ragnhild Kvålshaugen (2012)

Not playing by the rules. Provocation and the dark side of organizational ingenuity.

28th EGOS Colloquium

Textbook Ragnhild Kvålshaugen, Grete Wennes (2012)

Organisere og lede: Dilemmaer i praksis

Fagbokforlaget

Conference lecture Sebastiano Lombardo, Ragnhild Kvålshaugen (2012)

Co-creation and the role of the client in strategizing

Academy of Management

Conference lecture Lars Huemer, Ragnhild Kvålshaugen (2011)

Redefining Leadership:The Influence Trade-off in Strategic Change

Fourth conference on Strategic Management in Latin America

Report Ragnhild Kvålshaugen, Jon Erland Bonde Lervik (2011)

Learning International Servicing: Simultaneously Creating Knowledge and Value. Insight from the research project Terrella

BI Norwegian School of Management

Conference lecture Lars Huemer, Ragnhild Kvålshaugen (2011)

The Influence Paradox in Leadership:A Fundamental Source of Ambidexterity

The 11th EURAM conference in Tallinn

Conference lecture Sebastiano Lombardo, Ragnhild Kvålshaugen (2011)

Co-creation and the Role of the Customer in Strategizing

Strategic Management Society

Conference lecture Ragnhild Kvålshaugen, Sverre Tomassen (2011)

Coordination Mechanisms as Enablers of Knowledge Sharing in International Professional Service Firms

Strategic Management Society

Report Ragnhild Kvålshaugen (2011)

Kunnskapsbaserte tjenester

Handelshøyskolen BI

Målet med denne studien har vært å undersøke hvordan og på hvilke måter kunnskapsbaserte tjenesteytere bidrar til innovasjon i en økonomi hvor ulike aktører er tett sammenvevd i et nettverk. Denne studien har hatt to hovedhensikter. For det første å undersøke attraktiviteten til kunnskapsbaserte tjenesteytere i Norge og deretter forsøke å forstå hvordan de kunnskapsbaserte tjenesteyterne bidrar til innovasjon gjennom sine tjenesteleveranser til sine kunder. Generelt kan vi konkludere med at kunnskapsbaserte tjenesteytere er viktige for verdiskaping i Norge. De fungerer i mange sammenhenger som koblere og kunnskapsmeglere mellom organisasjoner og kunnskapsfelt. Samtidig er kunnskapsbaserte tjenesteytere avhengige av andre vekstkraftige næringer og en avansert offentlig sektor for å vokse og utvikle seg. Imidlertid er det flere implikasjoner vi har sett som følge av vårt studium: • Behov for mer enhetlig offentlig statistikk for å kunne følge utviklingen av kunnskapsbaserte tjenesteytere. • Få en bedre forståelse av hva som kjennetegner grønne beitemarker for kunnskapsbaserte tjenesteytere. • En mulighet for det offentlige Norge til å utvikle seg som en grønn beitemark for kunnskapsbaserte tjenesteytere og derigjennom drive indirekte næringsutvikling. Et eksempel på tiltak som kan bidra til å skape flere grønne beitemarker for kunnskapsbaserte tjenesteytere er offentlig privat samarbeid (OPS). • Forstå bedre sammenhengen mellom internasjonalisering av øvrig næringsliv og internasjonalisering av kunnskapsbaserte tjenesteytere. • Tilgang på rett type talenter er svært viktig for kunnskapsbaserte tjenesteytere. Pr dags dato er det spesielt ingeniørmangelen som er mest utfordrende. Her trengs det muligens et mer fleksibelt system for utenlandsk arbeidskraftrekruttering i Norge og at virksomheten utvikler kompetanse på hvordan de skal rekruttere arbeidskraft fra utlandet.

Conference lecture Sverre Tomassen, Ragnhild Kvålshaugen (2010)

Coordination Mechanisms as Enablers of Knowledge Sharing in International Professional Service Firms

26th EGOS Colloquium 'Waves of Globalization: Repetition and difference in organizing over time and space'

Conference lecture Karl Joachim Breunig, Ragnhild Kvålshaugen (2010)

Autonomy or Automation? Solving the Rigidity Paradox of Dynamic Capabilities by Understanding the Interplay between Routine and Non-Routine Behaviors

2nd KITE Workshop

Conference lecture Karl Joachim Breunig, Ragnhild Kvålshaugen, Katja Maria Hydle (2010)

Assesing The Opportunity For Global Standardization In International Professional Service Firms

Academy of Management Annual Meeting 2010

Conference lecture Karl Joachim Breunig, Ragnhild Kvålshaugen (2009)

Autonomy or Automation? Solving the Rigidity Paradox of Dynamic Capabilities by Understanding the Interplay between Routine and Non-Routine Behaviours

NEON conference

Conference lecture Ragnhild Kvålshaugen (2008)

Academic Degrees
Year	Academic Department	Degree
2001	BI Norwegian Business School	Ph.D Dr. Oecon.
1994	BI Norwegian Business School	Master of Science
1992	University of Oslo	Ped. Seminar
1987	University of Oslo	Master of Arts

Work Experience
Year	Employer	Job Title
2016 - Present	BI Norwegian Business School	Professor Chair Efficient Building Processes
2014 - Present	NTNU Business School	Professor II
2016 - 2016	BI Norwegian Business School	Professor
2001 - 2015	BI Norwegian Business School	Associate professor
2011 - 2014	BI Norwegian Business School	Associate Dean MBA
2011 - 2014	Member of UUV Executive	Associate dean
2013 - 2013	UC Berkeley	Visiting professor
2009 - 2009	Scancor, Stanford University	Visiting Scholar
2004 - 2006	SINTEF Knowledge and Strategy	Senior Researcher
2002 - 2004	BI Norwegian Business School	Dean of Graduate Studies
1998 - 2001	BI Norwegian Business School	Doctoral Fellow
1989 - 1998	NITH	Head of Department
1987 - 1989	Bankakademiet	Consultant

BI Business Review articles:

BI Business Review

Trust and control in cooperations

Two important ingredients in inter-organizational relationships, and how to continuously balance them.
BI Business Review

The long-haul leaders

Listen to podcast – What are the magic tricks of long-serving CEOs?
BI Business Review

Meet professor Ragnhild Kvålshaugen

“The best idea might be deep in the organisation. The ability to realize that, and be open to it, is an important part of good leadership.”