Birgit Helene Jevnaker

Jevnaker, Birgit Helene (2022)

Leadership for sustainability learning: the role of active learning methodologies

Matos, Florinda & Rosa, Alvaro (red.). Proceedings of the 18th European Conference on Management Leadership and Governance

Learning to lead for sustainability in your enterprises has emerged as a new concern for top leaders in many industries, educational institutions, and regions. The higher education institutions may have a generic role in affecting leadership for sustainability learning in both theory and practice. From an action-based leadership for sustainability perspective, we propose that more attention be devoted to leveraging the developmental work in the everyday learning settings, and especially in local organizing for leadership learning. This explorative paper specifically seeks to understand the role of active learning methodologies in affecting sustainable leadership in an adult learner and student group setting. It is of broad interest to help diverse students’ learning groups to both enact and engage recurrently as co-creating learners for their own leadership development.

Conti, Emanuela & Jevnaker, Birgit Helene (2022)

The impact of digitalization on design-driven innovation: some insights

Castaldo, Sandro; Ugolini, Marta & Verona, Gianmario (red.). Electronic Conference Proceedings of Sinergie - Sima Management Conference Boosting knowledge & trust for a sustainable business

This paper contributes to collecting some insights on the impact of digitalization on the design-driven innovation (DDI) process, a research topic that is poorly investigated in the literature. We explored and identified aspects related to how digitalization impacts the characteristics of design products, the DDI process, and the network of actors involved in such a process. Direct interviews with key interpreters of the design world were done. The exploratory research is focused on physical design products of the furniture sector.

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

The Dynamics of Power and Micropolitics on Project Management

Cerchione, Roberto & Centobelli, Piera (red.). Proceedings of the 23rd European Conference on Knowledge Management Vol. 23 No. 2 (2022)

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

Cerchione, Roberto & Centobelli, Piera (red.). Proceedings of the 23rd European Conference on Knowledge Management Vol. 23 No. 2 (2022)

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.

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

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

Cerchione, Roberto & Centobelli, Piera (red.). Proceedings of the 23rd European Conference on Knowledge Management, Vol. 23 No. 1 (2022)

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

Palgrave Macmillan.

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)

Travelling leadership ideas as a business virus infection

Enthoven, Guido; Rudnicki, Seweryn & Sneller, Rico (red.). Towards a science of ideas: An inquiry into the emergence, evolution and expansion of ideas and their translation into action

Jevnaker, Birgit Helene & Misganaw, Bisrat Agegnehu (2022)

Technology transfer offices and the formation of academic spin-off entrepreneurial teams

Entrepreneurship and Regional Development, 34(9-10), s. 977- 1000. Doi: 10.1080/08985626.2022.2080867

A significant proportion of academic spin-offs (ASOs) are founded by entrepreneurial teams (ETs). Yet little is known about how these ETs are formed or the role of technology transfer offices (TTOs) in this formation process. This article examines whether and how TTOs affect the formation of academic spin-off entrepreneurial teams (ASO-ETs). To this end, we study in detail the formation of seven ETs behind life-science ASOs developed in one region in Norway. Our findings show that ASO-ETs followed different paths of formation, partly mirroring the organization of the TTOs. We further identify four different roles played by TTOs, two direct and two indirect, that shape the formation of these ETs. Based on organization imprinting theory, we contribute to the team entrepreneurship literature by developing a new framework showing how TTOs imprint the formation of ETs in ASO settings.

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

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

Knowledge Management Research & Practice, 20(2), s. 292- 303. Doi: 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.

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

Power and Micropolitics in Project Management

Garcia-Perez, Alexeis & Simkin, Lyndon (red.). Proceedings of the 22nd European conference on knowledge management: A virtual conference hosted by Coventry university, UK, 2-3 September 2021

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

Pluralism or Trivialism: A Comparative Study of Academic ECKM Papers

Garcia-Perez, Alexeis & Simkin, Lyndon (red.). Proceedings of the 22nd European conference on knowledge management: A virtual conference hosted by Coventry university, UK, 2-3 September 2021

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

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

Garcia-Perez, Alexeis & Simkin, Lyndon (red.). Proceedings of the 22nd European conference on knowledge management: A virtual conference hosted by Coventry university, UK, 2-3 September 2021

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

Traveling ideas like a Global Virus Infections for Leadership

Garcia-Perez, Alexeis & Simkin, Lyndon (red.). Proceedings of the 22nd European conference on knowledge management: A virtual conference hosted by Coventry university, UK, 2-3 September 2021

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

Leadership for sustainability: the importance of sustaining imaginative work

Bezzina, Frank (red.). Proceedings of the 17th European Conference on Management Leadership and Governance

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

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

Electronic Journal of Knowledge Management (EJKM), 19(2), s. 194- 210. Doi: 10.34190/EJKM.19.2.2536 - Fulltekst i vitenarkiv

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.

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

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

Proceedings of the European Conference on Knowledge Management, s. 868- 873. Doi: 10.34190/EKM.20.092 - Fulltekst i vitenarkiv

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.

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

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

Proceedings of the European Conference on Knowledge Management, ECKM 2020, s. 576- 584. Doi: 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

Proceedings of the European Conference on Knowledge Management, ECKM 2020(December), s. 378- 385. Doi: 10.34190/EKM.20.088 - Fulltekst i vitenarkiv

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

Proceedings of the European Conference on Knowledge Management, ECKM 2020(December), s. 370- 377. Doi: 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.

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

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

Proceedings of the European Conference on Knowledge Management, 1, s. 565- 573. Doi: 10.34190/KM.19.055

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

The dynamics of art and business knowledge as meaning

Proceedings of the European Conference on Knowledge Management, 1(2019), s. 574- 583. Doi: 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.

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

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

Proceedings IFKAD..., IFKAD 2019, s. 1935- 1946.

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

The traveling ideas as the contextual infection of art

Proceedings IFKAD..., 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.

Misganaw, Bisrat Agegnehu & Jevnaker, Birgit Helene (2018)

Paper II How do entrepreneurial teams form? On mechanisms leading to entrepreneurial team formation

Misganaw, Bisrat Agegnehu (red.). On entrepreneurial teams and their formation in science-based industries

Jevnaker, Birgit Helene & Misganaw, Bisrat Agegnehu (2018)

Paper III Entrepreneurial team formation in academic spin-offs - when the rules of the game are changing and players evolve

Misganaw, Bisrat Agegnehu (red.). On entrepreneurial teams and their formation in science-based industries

Brøgger, Benedicte & Jevnaker, Birgit Helene (2018)

«En fugl i hånden … kan begynne noe» Effektuering av entreprenørskap i en entreprenørskapsutdanning

UNIPED, 41(01), s. 68- 79. Doi: 10.18261/issn.1893-8981-2018-01-06 - Fulltekst i vitenarkiv

Artikkelen retter søkelyset mot utvikling av utdanning i entreprenørskap ved en norsk handelshøyskole. Artikkelen har en eksplorativ form og drøfter noen grep som ble tatt for å utvikle entreprenørskapsprogrammer på Handelshøyskolen BI. Tema for drøftingen er pedagogisk entreprenørskap i et gradsgivende studieprogram. Vi har studert utviklingen over tid i én kontekst sett fra spesielt faglæreres engasjement og handlinger. Vi redegjør også for samspillet med eksterne samarbeidspartnere på ulike tidspunkter. Vi forstår utviklingen som et resultat av «effektuering», en «man tager hva man haver»-tilnærming, fordi det var slik den foregikk i praksis. Entreprenørskapsutdanning foregår ikke bare i klasserom, men like gjerne i inkubatorer og tettere integrert i økonomiske økosystemer enn det som er vanlig ved akademiske gradsgivende programmer. Dermed er det større behov for samarbeid enn når en akademisk institusjon har tilnærmet monopol på å bestemme utdanningens innhold og form. I artikkelen identifiserer vi tre suksesskriterier for pedagogisk entreprenørskap i et gradsgivende studieprogram: institusjonelle koblinger til eksterne parter, praksis i klasserommet og balanse mellom statiske kvalitetskrav og aktive studenter.

Jevnaker, Birgit Helene & Raa, Atle Andreassen (2017)

Circles of intellectual discovery in Cambridge and management learning: A discourse analysis of Joan Robinson’s The Economics of Imperfect Competition

Management Learning, 48(4), s. 379- 396. Doi: 10.1177/1350507617690319 - Fulltekst i vitenarkiv

Jevnaker, Birgit Helene; Tellefsen, Brynjulf & Lüders, Marika (2015)

Front-end service innovation: learning from a design-assisted experimentation

European Journal of Innovation Management, 18(1), s. 19- 43. Doi: 10.1108/EJIM-09-2013-0089

Purpose – The purpose of this paper is to examine how the development and experimentation with a designer-assisted and collaborative concept-creating approach can provide new insights into the emergent field of service innovations. Design/methodology/approach – The paper were independent researcher with no commercial interests in the method investigated. The paper adopted qualitative methodology informed by 12 innovation workshop series among three Norwegian service companies, followed up by formative validation of the three years constructional and experimental period. Findings – The workshops introduced tangible tools and produced large numbers of innovation ideas, some of which were exploited. Participants internalized partially service design-terms and tools. The experimentation contributed to a common language among participants. Weaknesses included not explicitly addressing managerial learning and organization-internal issues. Research limitations/implications – New innovation interventions in the often fuzzy front-end should be validated to accumulate insights and allow changes. Practical implications – The paper offer a managerial framework for improving innovation experimentation among corporate employees and specialists. This will help companies understand service design impact on innovation by delineating key managerial components and limitations from broad business perspective. Social implications – Relationships influenced the construction and conduct of the innovation experiments, and consequently who were influenced by the experiment in the companies. To evaluate whom to include in the workshops and whom to represent by proxy innovation networks should be analyzed. Originality/value – This study reports one of very few appraisals of design-assisted service innovation interventions through process observations and follow-up field interviews, including interviews after the finalizing of field experiments. The paper offer frameworks and critical issues for fuzzy-end innovation practice and research.

Jevnaker, Birgit Helene (2014)

The Paradoxical Road to Innovation — The Role of Creative Design

Christensen, Poul Rind & Junginger, Sabine (red.). The Highways and Byways to Radical Innovation - Design Perspectives

Brøgger, Benedicte & Jevnaker, Birgit Helene (2014)

The cultural production of commodities: understanding the art and gaps of silent and seen design

Society and Business Review, 9(2), s. 124- 138. Doi: 10.1108/SBR-11-2013-0085

Purpose – The purpose of the paper is to shed light on the particular organizing design practices behind making items exchangeable into commodities. It is a constructive contribution to establish more critical studies of merchandizing. Design/methodology/approach – The study included several longitudinal projects in retail chains in Scandinavia. The research was based on anthropological and participatory research methods. We introduce the term “waremaking” as a term for the work to make items exchangeable and expand on a distinction between silent and seen design (Gorb and Dumas, 1987). Findings – Waremaking is business, but includes giving form to relations between business and society to make exchanges at all possible. We found considerable silent design work that is not commonly acknowledged in economic and social theory. Research limitations/implications – There is a need for comparative and aggregate studies. We deconstruct the conventional categories “commodities” and “merchandizing” and a study of the contingent effects on the meaning of other constructs is needed. Practical implications – Introducing the notion of waremaking yields important insights for organizations and managers. We offer a new framework of waremaking that crosses existing boundaries and helps construct new interfaces between designers, traders and consumers in society. Social implications – The papers reveal merchandizing as a culturally complex and nuanced form of work and a crucial field of practice. Originality/value – Scholars have denoted little attention to the cultural work of merchandizing. By delineating a new practice-based framework encompassing both ordinary and extraordinary work, we can address the cultural production of commodities.

Farstad, Per & Jevnaker, Birgit Helene (2010)

Design i praksis: Designledelse og innovasjon

Universitetsforlaget.

Jevnaker, Birgit Helene (2009)

Mediating in-between : how industrial design advances business and user innovation

Poggenpohl, Sharon & Sato, Keiichi (red.). Design Integrations. Bristol and Chicago: Intellect and Intellect

Jevnaker, Birgit Helene (2007)

Innovere for å bevare? Betraktninger rundt organisasjon og innovasjon, med fokus på design

Innovasjonsprosesser. Om innovasjoners odyssé, Hernes, Tor og Anne Louise Koefoed (red.)

Jevnaker, Birgit Helene (2005)

Vita Activa: On Relationships between Design(ers) and Business

Design Issues, 21(3), s. 25- 48.

Jevnaker, Birgit Helene (2003)

Innovasjon og organisasjon - fra mysterium til magi?

Nordiske organisasjonsstudier, 5(4), s. 3- 27.

Jevnaker, Birgit Helene (2003)

Industrial Designers as Boundary Workers

Paulsen, Neil & Tor Hernes (eds.) Managing Boundaries in Organizations. Multiple Perspectives

Jevnaker, Birgit Helene (2003)

Innovere for å bevare? Om innovasjonsparadoks i organisasjoner

Nordiske organisasjonsstudier, 5(4), s. 100- 138.

Jevnaker, Birgit Helene (2002)

Laban Seigdamer

NyskapingsNorge

Jevnaker, Birgit Helene (2002)

Tema 3: Nyskaping gjennom innovasjon i bestående virksomheter (innovation in existing enterprises)

NyskapingsNorge

Jevnaker, Birgit Helene (2002)

Exploring the Innovating Inbetween: Industrial Design as Boundary Work

?, 4(4), s. 339- 358.

Publ. in International Journal of New Product Development & Innovation Management, Vol 4, No 4. (The journal was later closed down). Abstract: The field based research described in this paper focuses on industrial designers and their creative work, which typically occurs in several firm interfaces and may unfold as strategic boundary work creating new or renewed values for firms and their end users. Grounded in a multiple-case study from export-oriented Scandinavian businesses, the author delineates what constitutes design-rich boundary work and its underlying dynamics. At least six types of boundary activities exist that can enable designed innovation. While the setting for this study was industrial design-business relations, it may contribute to illuminating boundary work more generally as an important two-sided aspect of the innovation process. On the one hand this concerns the opportunity to strengthen the organisation’s core values and mission through focused innovation, thus avoiding going in undesired and perhaps too risky directions. On the other hand, boundary workers such as talented designers may be capable of a constructive reconfiguring of the organisation’s offerings thus creating new points of departure for the organisation. It is noteworthy that the designers in these cases started as newcomers from the threshold or ‘liminal’ positions, and yet, were able to co-create new and better product architecture in integral, collaborative ways with the firm and their target groups.

Jevnaker, Birgit Helene (2002)

Understanding People and Pleasure-Based Human Factors

Pleasure With Products: Beyond Usability

Jevnaker, Birgit Helene (2001)

Strategic Integration of Design and Innovation: Dilemmas of Design Expertise and its Management

?, s. 129- 151.

Jevnaker, Birgit Helene (2000)

Dynamikk mellom design og innovasjon i bedrifter

Magma forskning og viten, 3(1), s. 21- 39.

Det er behov for økt kunnskap om hvordan man skaper og realiserer mer attraktive og brukervennlige produkter, tjenester, merker og bedriftsprofiler med et egnet særpreg. Forskningen om dette er i en startfase, men et nyttig verktøy i flere bedrifter har vist seg å være industri- og kommunikasjonsdesign. Vår kunnskap om hvordan kvalifisert design utnyttes i organisasjoner, er foreløpig skrinn. Norske og internasjonale undersøkelser har like fullt dokumentert at en rekke fordeler kan oppnås. Spesielt er det verdt å notere at bak resultatene ligger en «skjult formue» av entusiasme, ekspertise, konseptuell kreativitet og samarbeidserfaring. Slik utvidet designkompetanse kan gi ny dynamikk i bedriftens innovasjonsprosesser.

Jevnaker, Birgit Helene (2000)

Championing Design: Perspectives on Design Capabilities

Design Management Review, 1, s. 25- 39.

Birgit Jevnaker, a faculty member in the Department of Innovation and Economic Organization at the Norwegian School of Management, looks at how having voices that champion design can influence and enhance corporate strategy. The article is based on case-study observations, a literature analysis, and interviews. The outcome of this effort is a distillation of the many ways design has an impact on management—from resource allocation to the development of cross-disciplinary teams, to innovation and the development of strategic initiatives. What is intriguing is that, in addition to these global perspectives, Jevnaker notes the many details and personal elements that contribute to design management success. An interest in design, for instance, often starts with a conversation or even a cold-call from a design consultant. The depth of design integration in an organization is also dependent on a designer’s initiative and the ability to overcome or move outside existing corporate structures. Within a company, storytelling and hands-on experiences are critical to embedding respect for design’s value. Observing and talking with customers are frequently the basis for innovation. Design must be championed, but that role is really an education process that works best if it comes from a variety of internal and external sources. To have an impact on strategy, the relationship with a design consultant should be an ongoing, long-term exchange. So Jevnaker’s revelations continue as she gathers evidence to make the point that design management is also about leadership and human interaction.

Jevnaker, Birgit H. (2000)

How Design Becomes Strategic

Design Management Review, Winter 2000, s. 41- 47.

Jevnaker, Birgit Helene & Bruce, Margaret (1999)

Design as a Strategic Alliance: Expanding the Creative Capability of the Firm

Dynamic Strategic Resources: Development, Diffusion and Integration

(Peer review: The article was selected from blind reviewed and accepted papers to the Strategic Management Society's annual international conference (1998) and was then further reviewed, reworked, and accepted.)

Nordhaug, Odd; Jevnaker, Birgit Helene, Grønhaug, Kjell & Løwendahl, Bente R. (1998)

Kompetansestyring i arbeidslivet 3 utg

Tano Aschehoug.

Jevnaker, Birgit Helene (1998)

Introduction

Bruce, Margaret & Jevnaker, Birgit Helene (red.). Management of Design Alliances. Sustaining Competitive Advantage

Jevnaker, Birgit Helene (1998)

Absorbing or creating design ability: HAG, HAMAX and TOMRA

Bruce, Margaret & Jevnaker, Birgit Helene (red.). Management of Design Alliances. Sustaining Competitive Advantage

Jevnaker, Birgit Helene (1998)

Building up organizational capabilities in design

Bruce, Margaret & Jevnaker, Birgit Helene (red.). Management of Design Alliances. Sustaining Competitive Advantage

Jevnaker, Birgit Helene (1998)

Kompetanse i praksis

Kompetansestyring i arbeidslivet

Jevnaker, Birgit Helene & Bruce, Margaret (1998)

Design Alliances: The Hidden Assets in Management of Strategic Innovation

The Design Journal, 1(1), s. 24- 40.

Jevnaker, Birgit Helene (1997)

Competing through Mobile Design Expertise

NordREFO, 1997(3)

(Part of research-based edited volume by Eskelinen, H. (ed.), Regional Specialization and Local Environment - Learning and Competitiveness.)

Jevnaker, Birgit Helene (1996)

Privat sektor: Konsulentfirmaer

Nordhaug, Odd & Gooderham, Paul N. (red.). Kompetanseutvikling i næringslivet (Competence Development in Norwegian Business)

Jevnaker, Birgit Helene (1995)

Den dolda tilgången: Industridesign som kreativ konkurrensfaktor (The hidden treasure: Industrial design as creative competition factor, in Swedish)

Designjournalen, 2(2)

Jevnaker, Birgit Helene (1995)

Developing capabilities for innovative product designs: a case study of the Scandinavian furniture industry

Bruce, Margaret & Biemans, Wim G. (red.). Product Development: Meeting the Challenge of the Design-Marketing Interface

Jevnaker, Birgit Helene (1994)

Designekspertise - en ressurs for økt konkurranseevne

Praktisk økonomi og ledelse, 1994(3), s. 105- 114.

Jevnaker, Birgit Helene (1993)

Creating an entrepreneurial management system in large corporations: the STK innova case

Klandt, Heinz (red.). Entreprenurship and Business Development

Jevnaker, Birgit Helene (1993)

Kompetansestrategier i bedrifter

Nordhaug, Odd (red.). Strategisk personalledelse. 3.utgave (Strategic Human Resource Management. 3rd edition)

(Competence strategies in firms, in Norwegian)

Jevnaker, Birgit Helene (1993)

Inaugurative learning: adapting a new design approach

Design Studies, 14(4), s. 379- 401.

Jevnaker, Birgit Helene (1991)

Make the world a better place to sit in!

DMI Design Management Journal, 4(2), s. 48- 54.

That chairs should be designed to support the human body and offer valuable mobility while doing routine desk work is not a new idea. But building a successful product line and international reputation based on innovative solutions to this problem is a unique situation. Birgit Jevnaker analyzes two Scandinavian firms that have adopted this strategy and thoughtfully enumerates the similarities and differences in their approaches to design management as it relates to this interesting segment of responsible design.

Jevnaker, Birgit Helene & Broch-Due, Anne-Kathrine (1986)

Hestekur for styrket konkurranseevne

Skrede, Kari & Tornes, Kristin (red.). Kan vi planlegge oss til likestilling i 2010?

Jevnaker, Birgit Helene (1986)

Kjerringa mot strømmen og gutta i røyken. Planlegging for gamle eller nye yrkesmønstre?

Skrede, Kari & Tornes, Kristin (red.). Den norske kvinnerevolusjonen - Kvinners arbeid 1975-85

Jevnaker, Birgit Helene (2006)

Ibsen potent på Internett

Dagbladet [Kronikk]

Conti, Emanuela & Jevnaker, Birgit Helene (2022)

The impact of digitalization on design-driven innovation: some insights

[Academic lecture]. Sinergie-SIMA 2022 Management Conference "Boosting knowledge & trust for a sustainable business".

This paper contributes to collecting some insights on the impact of digitalization on the design-driven innovation (DDI) process, a research topic that is poorly investigated in the literature. We explored and identified aspects related to how digitalization impacts the characteristics of design products, the DDI process, and the network of actors involved in such a process. Direct interviews with key interpreters of the design world were done. The exploratory research is focused on physical design products of the furniture sector.

Misganaw, Bisrat Agegnehu & Jevnaker, Birgit Helene (2021)

On mechanisms leading to entrepreneurial team formation

[Academic lecture]. 1st EURAM SIG Entrepreneurship Paper Development Workshop Journal of Small Business Management Special issue on “Entrepreneurial Processes".

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

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

[Academic lecture]. EURAM (European Academy of Management).

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

Ledelsesideer og hvordan de spres som virus

[Popular scientific article]. BI Leadership Magazine, 2021(1), s. 32- 33.

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

Ledelsesideer og hvordan de spres – som virus

[Popular scientific article]. BI Business Review

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?

Hill, Inge & Jevnaker, Birgit Helene (2021)

Who’s afraid of co-labour-ation? Deconstructing facets of working together across organizational boundaries in a UK creative industry site through the lens of relational capital conversions.

[Academic lecture]. 37th EGOS Colloquium.

Jevnaker, Birgit Helene (2020)

Entrepreneuring what could be: on design thinking, the politics of action and ignorance

[Academic lecture]. 5th Annual Entrepreneurship as Practice Conference.

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

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

[Popular scientific article]. BI Business Review

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)

6 arbeids- og livsformer som endres etter koronaen

[Popular scientific article]. Dagens Perspektiv

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 Modern Arts Museums

[Academic lecture]. 2020 European Academy of Management (EURAM).

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

The Challenging Business of Art Museums

[Academic lecture]. ECKM 2020 - 21st European Conference on Knowledge Management.

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

The dynamics of arts and business knowledge as meaning

[Academic lecture]. 2019 Annual EURAM conference.

Misganaw, Bisrat Agegnehu & Jevnaker, Birgit Helene (2019)

How do entrepreneurial teams form? On mechanisms leading to entrepreneurial team formation

[Academic lecture]. 2019 EURAM conference.

Jevnaker, Birgit Helene (2019)

Lederjakt på gode navn

[Popular scientific article]. BI Business Review

Artikkelen er først publisert i BI Leadership Magazine 2019

Jevnaker, Birgit Helene (2018)

Entrepreneurship as Practice Stories: on transgressing the idea of waste

[Academic lecture]. 3rd Annual Entrepreneurship as Practice research conference.

Jevnaker, Birgit Helene (2018)

Praxis as Art: Sustainability in Action. Symposium presentation.

[Academic lecture]. EURAM Conference 2018 Symposium 01.01 S.

Jevnaker, Birgit Helene (2018)

Kunsten å lage firmanavn

[Popular scientific article]. BI Business Review

Artikkelen er først publisert i Ukeavisen Ledelse 27. april 2018.

Jevnaker, Birgit Helene (2018)

Waste innovation as practice stories

[Academic lecture]. NEON conference 2018 Innovation in organizations – challenges and potentials.

Jevnaker, Birgit Helene & Raa, Atle Andreassen (2018)

Dictionary for the subclass – satire as a weapon for resistance against Public Management

[Academic lecture]. EURAM Conference 2018.

Jevnaker, Birgit Helene (2017)

Design i ledelse og lagspill

[Popular scientific article]. BI Business Review

LEDERENS VERKTØYKASSE: Hvordan designtenkning kan bidra til bedre ledelse. Design i organisasjons- og ledelse inngår i det som internasjonalt kalles for designtenkning (designthinking). Fenomenet har blitt en het trend i flere land. I Norge ser vi at bedrifter som Schibsted, DnB, Gjensidige og Oslo Universitetssykehus i økende grad rekrutterer eller inviterer til samarbeid med spesialister i design. Designtenkning kan bidra til bedre ledelse og lagspill. Her får du fem tips om hvordan du kan gjøre det i praksis. *(Artikkelen er først publisert i BI Leadership Magazine 2017:18)

Jevnaker, Birgit Helene (2017)

Design for Next Thinking. Track Introduction & Chairing (in collaboration with Martyn Evans, Professor of Design, Manchester School of Art, Manchester Metropolitan University, UK, and Pier Paolo Peruccio, Associate Professor in Design, Politecnico di Torino, Italy)

[Academic lecture]. 12th European Academy of Design Conference, EAD 12, 2017.

This track invites you to explore, debate and leverage our understanding of design and designing for next thinking. The term "next" can be grounded in future/present, as well as past endeavours and ideas, and "thinking" refers to fundamental thinking and reflections in design and designing that may encompass also groups and collaborative action. We wish to invite contributions from many kinds of practice based and philosophical viewpoints as well as addressing and reflecting on thinking practices. This track aims to open a debate on the role also of intangibles and thinking activities in the next design scenarios. What will be the role of new or "other" original thinking in a design process? How to educate innovative as well as solid and coherent thinking for designing products, services and systems? The overall goal is to stimulate an improved discussion on the relationship between design and thinking focusing on some experiences and new future challenges.

Jevnaker, Birgit Helene (2017)

Design Work as Living Project

[Academic lecture]. 17th European Academy of Management EURAM Conference 2017 Making Knowledge Work.

Jevnaker, Birgit Helene (2017)

Management as gestio: arts and entrepreneurship. Prepared introductory presentation. Chairing.

[Academic lecture]. EURAM Symposium (Sym 05).

This symposium will discuss and reflect on the practices and possibilities of management as 'gestio'. What could happen – but also what tend not to happen – when looking at the rhythm of management at work as gestio? Grounded in live encounters in multidisciplinary practices and related philosophizing, we address the human actions, potentials and fallacies, of managing from art and entrepreneurship perspectives. We will attend to actual practices in individuated and collective practices in general, including art, design and creative industries, regarded as both an artistic and entrepreneurial endeavour, and a form of resistance. Symposium speakers & discussants include: Davide Bizjak, University of Naples Federico II – presenting "The organisation and the social production of space in performative arts". Robert Chia, Research Professor of Management, Adam Smith Business School, University of Glasgow Edoardo Mollona, Professor of Business Administration, Dep of Computer Science and Engineering, University of Bologna. Birgit Helene Jevnaker, Professor of Innovation and Economic Organization, Dep of Leadership and Organizational Behaviour, BI Norwegian Business School.

Brøgger, Benedicte & Jevnaker, Birgit Helene (2017)

The Algorithm Fallacy

[Academic lecture]. Digital Culture and Society - international conference on Chinese and European developments.

Jevnaker, Birgit Helene & Asting, Cecilie (2017)

«De måske egnede» En diskurs om organisasjons- og ledelsesfag i siviløkonomutdanningen.

[Article in business/trade/industry journal]. Magma forskning og viten, 20(5), s. 70- 80.

Jevnaker, Birgit Helene (2016)

Kundesentrisk innovasjon og tjenestedesign

[Academic lecture]. Bedriftsinternt foredrag, Oslo.

Jevnaker, Birgit Helene (2016)

Ulike former for innovasjon, hemmere og fremmere

[Academic lecture]. Bedriftsinternt foredrag, Oslo.

Jevnaker, Birgit Helene & Mollona, Edoardo (2016)

Sym 02 - Art, Entrepreneurship and Resistance - (Co-sponsored by the SIGs Business for Society and Entrepreneurship)

[Academic lecture]. EURAM Symposium 02 - Art, Entrepreneurship and Resistance.

This symposium will discuss and reflect on the practices and possibilities – what could happen but also what tend not to happen – in managing when looking at art, entrepreneurship and resistance. Grounded in live encounters in multidisciplinary practices and related philosophizing, we address the human conditions, actions, and fallacies of managing from art, entrepreneurship and resistance perspectives. We will attend to actual practices in individuated and collective performing generally, including art and creative industries, regarded as both an entrepreneurial endeavour and a form of resistance.

Jevnaker, Birgit Helene (2016)

The art of creative response, and resistance in enterprise: Vita Activa

[Academic lecture]. EURAM Symposium 02 - Art, Entrepreneurship and Resistance.

Jevnaker, Birgit Helene (2015)

Entrepreneurial teams – what are they? On foundational assumptions and methodological avenues

[Academic lecture]. 15th European Academy of Management (EURAM) 2015 conference – “Uncertainty is a great opportunity”..

Jevnaker, Birgit Helene & Misganaw, Bisrat Agegnehu (2015)

On entrepreneurial team formation. NORSI Conference paper (work-in-progress, presented by coauthor/PhD student Bisrat A. Misganaw)

[Academic lecture]. NORSI research school conference (annual research conference).

Jevnaker, Birgit Helene & Misganaw, Bisrat Agegnehu (2015)

Entrepreneurial teams – what are they? On foundational assumptions and methodological avenues

[Academic lecture]. 15th European Academy of Management (EURAM) 2015 conference – “Uncertainty is a great opportunity”..

Jevnaker, Birgit Helene (2015)

How to enable design innovations to improve people's daily life? Reflections after Chinese-Nordic meeting in Shanghai

[Popular scientific article]. Norwegian Links, 2015(4), s. 7- 7.

Jevnaker, Birgit Helene (2014)

How ignorance matters: insights from human design

[Academic lecture]. Research seminar on theorising ignorance.

Jevnaker, Birgit Helene & Raa, Atle (2014)

Circles of intellectual discovery

[Academic lecture]. International Conference on Organizational Learning, Knowledge and Capabilities (OLKC)..

Jevnaker, Birgit Helene & Misganaw, Bisrat Agegnehu (2014)

Entrepreneurial teams in action

[Academic lecture]. 1st Developmental Workshop on Entrepreneurial Teams and.

Jevnaker, Birgit Helene & Raa, Atle (2014)

Dictionary for the lower class – a critical inquiry into New Public Management discourse

[Academic lecture]. 11th International Conference on Organizational Discourse.

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

Teknologiledelse. Innovasjon, økonomi, organisasjon

[Textbook]. Fagbokforlaget.

Jevnaker, Birgit Helene (2013)

Øyeblikkets arkitekt

Dalseg, Aud; Ketola, Kristina Bore & Jevnaker, Birgit Helene (red.). Utstilling som form / Aud Dalseg

Dalseg, Aud; Ketola, Kristina Bore & Jevnaker, Birgit Helene (2013)

Utstilling som form / Aud Dalseg

[Scientific book]. Orfeus.

Aud Dalsegs innsats for formidling av norsk design kan knapt overvurderes. Helt fra hun begynte i Norsk Designcentrum i Oslo i 1960-årene til hun nesten 50 år senere avsluttet sin karriere som utstillingsarkitekt i Norsk Form har hun satt sitt preg på mange og store mønstringer av norsk design og kunsthåndverk. Hun har til sammen utrolige 400 utstillinger bak seg i regi av Norsk Designråd, Landsforbundet Norsk Brukskunst, Norsk Form og i de senere år på DogA. Boken viser gjennom tekst og rikholdig illustrasjonsmateriale den viktigste epoke i norsk designhistorie, og den har viktige bidrag fra sentrale aktører i det norske design- og brukskunstmiljøet.

Jevnaker, Birgit Helene & Misganaw, Bisrat Agegnehu (2013)

On Entrepreneurial teams

[Academic lecture]. 1st EURAM ENTREPRENEURSHIP SIG mid-conference.

Brøgger, Benedicte & Jevnaker, Birgit Helene (2013)

Understanding the waremaking practices: The art and gaps of silent and seen design

[Academic lecture]. 13th Annual Conference of the European Academy of Management (EURAM).

Jevnaker, Birgit Helene (2013)

Enabling design-creation: what´s interesting and moving?

[Academic lecture]. 10th European Academy of Design Conference - Crafting the Future.

This article explores the advent of creative design in between designers and business enterprises. It contributes to reframing design as an extraordinary boundary-crossing, potent design-creating practice, which nonetheless can be underexplored and fragile. Drawing on Sen’s and Nussbaum’s concepts of associated capabilities, the author identifies three challenges of design innovation practices. The paper critiques the simplistic models of managing design and suggests an alternative conceptualization as a way forward. Based in a longetudinal fieldstudy, the author advocates a practice-based approach that acknowledges the emergent relations and tensions in actual design work. It seemed fundamental, and not incidental, that outstanding design practices were characterized by often recurrent collaborations and extraordinary creating endeavours with other specialists and enterprises in creating and sustaining something new, not yet fully known and perhaps unconventional.

Jevnaker, Birgit Helene (2012)

Managing for innovation: what can service innovation learn from design?

[Academic lecture]. EURAM 2012 European Academy of Management Conference.

Jevnaker, Birgit Helene (2011)

Managing for multidimensional design innovation: what are the enablers and restraints?

[Academic lecture]. 1st Cambridge Academic Design Management Conference (CADMC).

Jevnaker, Birgit Helene (2008)

Corporate Design

[Article in business/trade/industry journal]. The International Encyclopedia of Communication, 3, s. 1010- 1014.

Riis, Cecilie; Breunig, Karl Joachim & Jevnaker, Birgit Helene (2004)

Evaluering av tiltak for design som verdiskapende faktor i norske bedrifter. Rapport for Innovasjon Norge og Norsk Form

[Report]. Asplan VIAK.

Jevnaker, Birgit Helene (2002)

Strategic Acting as Stagesetting: The Case of Industrial Design

[Report]. Handelshøyskolen BI.

Jevnaker, Birgit Helene (2002)

Enabling the Dynamic Design Capability of Firms: Towards a Strategic Framework

[Academic lecture]. 11th International Forum on Design Management Research and Education.

Jevnaker, Birgit Helene (2001)

Back-stage and Front-stage: Understanding how Design becomes a Strategic Medium Organizing the Value-Seeking Innovation and Getting into Memorable Values

[Academic lecture]. 4th European Academy of Design Conference.

Jevnaker, Birgit H. (2000)

Design Management

[Academic lecture]. CDV International Design/business Seminar.

Jevnaker, Birgit Helene & Bruce, Margaret (1999)

Design as a Strategic Alliance: Harnessing the Creative Capability of the Firm

[Academic lecture]. International Conference Strategic Management Society, November 1-4.

Jevnaker, Birgit Helene (1999)

Integrated Product Innovation: Dilemmas of Design Expertise and its Management

[Academic lecture]. 4th International Workshop Meeting the Challenges of Product De velopment, April 16-18.

Jevnaker, Birgit Helene & Bruce, Margaret (1999)

Exploring Design Alliances: the Hidden Assets in Management of Strategic Innovation

[Academic lecture]. 4th International Workshop Meeting the the Challenges of Produc t Development, April 16-18.

Jevnaker, Birgit Helene (1998)

Design as a Strategic Alliance: Harnessing the Creative Capability of of the Firm

[Report]. Handelshøyskolen BI.

Jevnaker, Birgit Helene (1998)

Mer kreativt samarbeid om design og innovasjon

[Popular scientific article]. ?

Bruce, Margaret & Jevnaker, Birgit Helene (1998)

Management of Design Alliances. Sustaining Competitive Advantage

[Scientific book]. John Wiley & Sons.

Jevnaker, Birgit Helene (1996)

Industridesign som kreativ konkurransefaktor

[Report]. SNF.

Singh, Balbir; Jevnaker, Birgit Helene & Karlsen, Ø G (1996)

Evaluering av Handlingsprogrammet for Øst-Europa. Med hovedvekt på næringssamarbeid, utdanning og forskning

[Report]. SNF.

Jevnaker, Birgit Helene (1995)

The Hidden Treasure: Competitive Advantage through Design Alliances

[Report]. SNF.

Jevnaker, Birgit Helene (1995)

Den skjulte formuen - Industridesign som kreativ konkurransefaktor

[Report]. SNF.

Jevnaker, Birgit Helene (1991)

Stimulating Employees for Business Development and Entrepreneurship. The Case of STK Innova

[Report]. SNF (NØI).

Jevnaker, Birgit Helene (1990)

Storforetak - Sareptas krukke? Egne ansatte som ressurs for ny forretningsutvikling

[Report]. SNF (NØI).

Mjøs, Lars & Jevnaker, Birgit Helene (1978)

Samarbeid i Osterøyindustrien

[Report]. Industriøkonomisk Institutt / IØI, senere SNF.