Fagprofil

Birgit Helene Jevnaker

Professor - Institutt for ledelse og organisasjon

Publikasjoner

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

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

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 & Spilling, Olav R. (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 - Tidsskrift for økonomi og ledelse, 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 & 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 & Farbrot, Audun (2012)

Drivkrefter for kreativ design

forskning.no [Internett]

Kreativ ny design blir til i et tett samspill mellom engasjerte industridesignere og nøkkelansatte i bedrifter. Her er fem drivkrefter som fremmer kreativ design.

Jevnaker, Birgit Helene & Farbrot, Audun (2012)

Forces that enable creative design

ScienceNordic [Internett]

(Communication of findings from B H Jevnaker's doctoral thesis.)

Jevnaker, Birgit Helene (2009)

Ibsen for ledere

forskning.no [Internett]

En refleksjonsreise i Henrik Ibsens drama kan gi ledere en bedre forståelse av dilemmaer og konflikter, hevder BI-forsker Birgit Jevnaker som har satt Ibsen på pensum. (ingress)

Cappelen, Birgitta & Jevnaker, Birgit Helene (2009)

Tenk som en designer og bli mer kreativ

[Avis]

Jevnaker, Birgit Helene (2006)

Ibsen potent på Internett

Dagbladet [Kronikk]

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 - Tidsskrift for økonomi og ledelse, 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.

Akademisk grad
År Akademisk institusjon Grad
2012 BI Norwegian Business School Ph.D.
1975 Norwegian School of Economics, NHH Master of Science in Business
Arbeidserfaring
År Arbeidsgiver Tittel
2016 - Present BI Norwegian Business School, Dep of Leadership and Organizational Behaviour Professor
1998 - Present BI Norwegian Business School Responsible and co-founder for Leadership in Action, Bachelor of Management
2016 - 2016 BI Norwegian Business School Professor & Head of the Innovation department's group for Entrepreneurship
1998 - 2016 BI Norwegian Business School Associate Professor
2007 - 2013 Oslo National Academies of the Arts (KHiO) Guest lecturer
1996 - 2013 Oslo School of Architecture and Design (AHO) Guest lecturer
2002 - 2003 BI Norwegian Business School Head of faculty group in SME & Entrepreneurship
1997 - 1998 Dep. of Product Design, NTNU Guest lecturer
1990 - 1998 SNF, Institute for Research in Economics and Business Administration Senior Researcher
1991 - 1996 Institute of Design, SHKS Lecturer (part-time)
1980 - 1990 Institute of Industrial Economics Researcher
1983 - 1988 Government of India and NORAD Consultant to Government of India and NORAD
1977 - 1980 Institute of Industrial Economics Research Assistant
1977 - 1979 Nordhordland Tiltakskontor Project leader (part-time)