Eric Arne Lofquist
Førsteamanuensis - Campus Bergen
Thesis available at: http://bora.nhh.no/bitstream/2330/1916/1/lofquist%20avh2008.pdf
The leadership's role in strategic-level organizational change in high risk environments (and particularly High Reliability Organizations), and its effect on safety.
Health, Safety and Environment (HSE), Human Resources Management (HRM), Strategy (business strategy, corporate strategy, international strategy, and strategic management), Leadership and Leader Psychology, and Strategic Crisis Management.
Lofquist, Eric & Matthiesen, Stig Berge (2018)
Viking leadership: How Norwegian transformational leadership style effects creativity and change through organizational citizenship behavior (OCB
International Journal of Cross Cultural Management Doi: 10.1177/1470595818806326
Lofquist, Eric; Isaksen, Scott G. & Dahl, Tom Jarle (2018)
Something Fishy: Exploring Change, Job Engagement and Work Environment in the Norwegian Directorate of Fisheries
Journal of Change Management, 18(4), s. 281- 303. Doi: 10.1080/14697017.2018.1466823
Lofquist, Eric & Lines, Rune (2017)
Keeping Promises: A Process Study of Escalating Commitment Leading to Organizational Change Collapse
Journal of Applied Behavioral Science, 53(4), s. 417- 445. Doi: 10.1177/0021886317711892
Lofquist, Eric; Dyson, Paul K. & Trønnes, Sondre N. (2017)
Mind the gap: a qualitative approach to assessing why different sub-cultures within high-risk industries interpret safety rule gaps in different ways
Safety Science, 92, s. 241- 256. Doi: 10.1016/j.ssci.2016.11.002
Measuring the distance between the performance of safety rules as imagined and safety rules as enacted in high-risk environments has been an area of great interest and debate in recent years. Yet a significant gap in our understanding remains. Some authors have even advised us to “stop bitching about the gap” and start closing it (Hale and Borys, 2013a, p. 218). In this paper, we follow this call by investigating the relationship between safety rules as imagined, and enacted, in a rule-driven organization working in the oil and gas industry in Norway. Specifically, we investigate how three different sub-cultures within the organization: the management culture, the engineering culture, and the operations culture - make sense of safety rules at their respective levels, and why their interpretations of the gaps created by these same rules, are different. These differences lead to different levels of rule enactment. Using a case study approach, we found that how employees’ were engaged in the rule creation process led to different levels of psychological ownership, and this, in turn, led to different levels of rule enactment. We also found that these distinct occupational sub-cultures use different sensemaking approaches in understanding safety rules, and that the resultant differences in understanding directly affects both the understanding of the gap that exists between rules as imagined and rules as enacted, leading to different levels of rule compliance.
Valaker, Sigmund; Yanakiev, Yantsislav, Lofquist, Eric & Kost, Dominique (2016)
The Influence of Predeployment Training on Coordination in Multinational Headquarters:The Moderating Role of Organizational Obstacles to Information Sharing.
Military Psychology, 28(6), s. 390- 405. Doi: 10.1037/mil0000123
Lofquist, Eric Arne (2011)
Doomed to Fail: A Case Study of Change Implementation Collapse In the Norwegian Civil Aviation Industry/Published
Journal of Change Management, 11(2), s. 223- 243. Doi: 10.1080/14697017.2010.527853
Lofquist, Eric Arne; Greve, Arent & Olsson, Ulf H. (2011)
Modeling attitudes and perceptions as predictors for changing safety margins during organizational change
Safety Science, 49(3), s. 531- 541. Doi: 10.1016/j.ssci.2010.11.007
Lofquist, Eric Arne (2010)
The art of measuring nothing: The paradox of measuring safety in a changing civil aviation industry using traditional safety metrics
Safety Science, 48(10), s. 1520- 1529. Doi: 10.1016/j.ssci.2010.05.006
Hærem, Thorvald; Valaker, Sigmund & Lofquist, Eric (2018)
Better Late than Never? Communication Media and Adaptive Team Performance
[Academic lecture]. Academy of Management Meeting.
Lofquist, Eric; Valaker, Sigmund & Hærem, Torvald (2018)
Better late than never? The influence of co-located versus distributed teams on time sensitive targeting
[Academic lecture]. Academy of Management Annual Meeting.
Lofquist, Eric & Isaksen, Scott G. (2018)
Cleared for takeoff? A snap-shot of climate for change in a civil aviation context
[Academic lecture]. Academy of Management Annual Meeting.
Lofquist, Eric (2017)
Jousting with dragons: A Resilience Engineering approach to managing Safety Management Systems (SMS) in the transport sector
[Academic lecture]. Organization for Economic Cooperation and Development (OECD) International Transport Forum.
Lofquist, Eric (2016)
Resilient leadership: Exploring the most appropriate leadership style for resilient organizations within the health care sector
[Academic lecture]. Resilient Health Care Net.
Lofquist, Eric Arne (2005)
Sikkerheten i luftfarten
[Academic lecture]. Solørkonferansen.
|2008||Norwegian School of Economics, NHH||Ph.D.|
|1996||University of New Orleans||M.B.A.|
|1986||Salve Regina University||Master of Arts|
|1986||US Naval War College||Master of Arts|
|2012 - Present||Norwegian School of Economics, NHH||Adjunct Professor|
|2009 - Present||BI Norwegian Business School||Associate Professor|
|2008 - 2009||Norwegian School of Economics, NHH||Associate Professor|
|2003 - 2008||Norwegian School of Economics, NHH||Research fellow|
|2002 - 2004||Nutec Crisis Management AS||CEO|
|2000 - 2002||Powersim AS||Director|
|1972 - 2000||United States Navy||Naval Aviator|