Ragnhild Kvålshaugen

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.

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.

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

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

Academy of Management 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.

Profesjon og ledelse p. 233-254

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

Academy of Management 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.

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

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.

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.

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.

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).

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

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

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

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

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

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

Grunnbok i strategi p. 339-370

ISCO Group, IIC Partners, Executive Search Worldwide

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

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

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.

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.

Vezetéstudomány

Magma forskning og viten

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

Academy of Management Proceedings

Handelshøyskolen BI

Handelshøyskolen BI

DRUID Annual Conference 2021

Bygg.no

AOM conference

SINTEF Community

Prosjekt Norge

PDW KINcubator, VU Vrije Universiteit, Amsterdam, 2020

Process Symposium

Annual Conference of the Academy of Management (AOM)

35th EGOS Colloquium, European Group for Organizational Studies

Open Strategy PDW, University Bern, in Switzerland

Fagbokforlaget

Strategic Management Society Annual Conference, Minneapolis, October 2019.

Academy of Management Meeting

Fagbokforlaget

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

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.

Routines Research Meeting

AOM symposium

BI

Academy of Management

SINTEF Byggforsk

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

Business History Conference 2018

Presentasjon på Scancor seminar

SMS special conference

NEON 2017

UCL The Bartlett School of Construction and Project Management Faculty seminar

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.

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

SMS Conference

Kapital

76th AoM Annual Meeting

Strategiforum

Organization Science Winter Conference: Innovation and Organization

Relational coordination conference

The 75th Annual Meeting of the Academy of Management

BIs Senter for byggenæringens 10års jubileum

Organization Science Winter Conference

Strategic Management Society Conference

30th European Group of Organization Studies (EGOS)

Strategic Management Society

Strategic Management Society

Fagbokforlaget

EGOS

28th EGOS Colloquium

Fagbokforlaget

Academy of Management

Fourth conference on Strategic Management in Latin America

BI Norwegian School of Management

The 11th EURAM conference in Tallinn

Strategic Management Society

Strategic Management Society

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.

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

2nd KITE Workshop

Academy of Management Annual Meeting 2010

NEON conference

2nd annual workshop on Enactment and Development of Social Capital in MNEs and IPSFs

Østfold Energis blad Energico

28th Annual SMS Conference

Academy of Management (AoM) annual meeting

the 23rd EGOS Colloquium

Organizational Learning, Knowledge and Capabilites Conference at The University of Warwick

Strategic Management Society Annual Conference 2005

Academy of Management Annual Conference 2004, Business Policy & Strategy Division

Abstrakt forlag

Organization Studies 21, 4 p. 827-830

Handelshøyskolen BI