Johan Olaisen

Knowledge Management Research & Practice 20(2) s. 292-303 Doi: https://doi.org/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.

Towards a science of ideas: An inquiry into the emergence, evolution and expansion of ideas and their translation into action s. 199-218

Proceedings of the 23rd European Conference on Knowledge Management Vol. 23 No. 2 (2022) s. 869-877 Doi: https://doi.org/10.34190/eckm.23.2.513

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.

Proceedings of the 23rd European Conference on Knowledge Management, Vol. 23 No. 1 (2022) s. 568-575 Doi: https://doi.org/10.34190/eckm.23.1.494

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.

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.

Proceedings of the 23rd European Conference on Knowledge Management Vol. 23 No. 2 (2022) s. 861-868 Doi: https://doi.org/10.34190/eckm.23.2.353

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.

International Journal of Information Management 63 Doi: https://doi.org/10.1016/j.ijinfomgt.2021.102456

The UN COP26 2021 conference on climate change offers the chance for world leaders to take action and make urgent and meaningful commitments to reducing emissions and limit global temperatures to 1.5 °C above pre-industrial levels by 2050. Whilst the political aspects and subsequent ramifications of these fundamental and critical decisions cannot be underestimated, there exists a technical perspective where digital and IS technology has a role to play in the monitoring of potential solutions, but also an integral element of climate change solutions. We explore these aspects in this editorial article, offering a comprehensive opinion based insight to a multitude of diverse viewpoints that look at the many challenges through a technology lens. It is widely recognized that technology in all its forms, is an important and integral element of the solution, but industry and wider society also view technology as being part of the problem. Increasingly, researchers are referencing the importance of responsible digitalization to eliminate the significant levels of e-waste. The reality is that technology is an integral component of the global efforts to get to net zero, however, its adoption requires pragmatic tradeoffs as we transition from current behaviors to a more climate friendly society.

Electronic Journal of Knowledge Management (EJKM) 19(2) s. 194-210 Doi: https://doi.org/10.34190/EJKM.19.2.2536

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.

Proceedings of the 22nd European conference on knowledge management: A virtual conference hosted by Coventry university, UK, 2-3 September 2021 s. 594-602 Doi: https://doi.org/10.34190/EKM.21.110

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 conference in 2020. The study classifies the papers according to methodology, analysis, discussion, and conclusion regarding their contribution to the four paradigmatic boxes. The approach uses a 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 four conferences have a heavy emphasis upon knowledge-itis and instrumental-itis and much less emphasis upon problem-itis. The papers are mostly centered 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 relatively low complexity presented in an empirical and materialistic paradigmatic framework through definitive concepts representing a form of atomistic research. The papers for the digital conference in 2020 are presented in a clarified subjectivity and materialistic-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. Data do not prove anything in themselves. It is only the logical argumentation and speculations of the researchers that can prove anything at all. Objectivity is in demand, but subjectivity is needed. There are more critical and green papers in the 2020 conference opening up for new perspectives in the choice of methodology, problems, and knowledge. To move ahead for better quality in the research, we find it 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 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.

Proceedings of the 22nd European conference on knowledge management: A virtual conference hosted by Coventry university, UK, 2-3 September 2021 s. 381-388 Doi: https://doi.org/10.34190/EKM.21.106

This conceptual paper discusses the inclusive knowledge philosophy fundamental for different modes of experiencing living enterprises. The American pragmatist philosopher John Dewey pointed to the importance of restoring the continuity between the refined and intensified experiences in our practices and everyday doings. He based this restoring on “the inclusive philosophic idea”. By this idea he was acknowledging the possibilities of imagination and associations among the social, technological-physical, natural, and mental modes. Another philosopher, the Norwegian Arne Naess, also highlighted imaginative experience and the human/nature interconnectedness including its potential joy and perseverance for individuals as well as organizations. • We combine these two related philosophical lenses to enable fundamental understanding of concerted practices and strategic accomplishments for knowledge management (KM) studies. We propose inclusive association and imagination are necessary for the arts of exhibiting and experiencing new or improved offerings. • We provide examples drawing on our own studies in the businesses of art organizations as knowledge-based, complex practices. Given that rich knowledge endeavours are necessary to develop arts for society, how can valuable arts/business practices be accomplished in inclusive, resourceful ways? Specifically, we investigate how arts business exhibition strategies develop in art museum contexts as illuminating examples of this process. • The necessity of art is giving a societal meaning to the process of knowing based upon the experience of art. The reflection and dialogue based on art-as-experience can contribute to knowledge management by the shared ingredients involved in creating and participating in more fulfilling experiencing in the business offering process. • The paper introduces a philosophical framework for how this might work. Dynamic art, design, and innovation processes are imaginative practices where the past, the present, and the future melt together. The imaginative experiencing might be crucial not only for the creation, but also for the make-believe of sustainable businesses and societies. We conclude that understanding the inclusive dynamic knowledge processes might be mutually beneficial for art and innovative businesses.

Proceedings of the 17th European Conference on Management Leadership and Governance s. 223-232 Doi: https://doi.org/10.34190/MLG.21.047

Sustainability thinking in enterprise strategies has emerged as a new concern for leaders in many industries and countries. It has spread like a virus in abstract corporate visions communication. We propose that more attention be devoted to leveraging the concrete developmental work from an action-based leadership for sustainability perspective. Our conceptual paper seeks to understand sustainability and change thinking in micro-practices, which can open for reusing resources, transforming core processes and offerings, and innovating in corporate missions. For this conceptual aim, we combine processual philosophy and sustainabilityoriented design thinking with exemplary practices in one specialized business enterprise to help us understand how and why micro sustainability practices can be born, formed, and shaped and how they can evolve into something foundational for an entire value-creation. The focused enterprise in this paper, Flokk, has pioneered sustainability thinking in both its design and development and its entire philosophizing towards the users. In contrast to prevailing management beliefs towards unconstrained creativity, enduring imaginative design and development efforts and leading with some concrete constraining criteria can become beneficial for leveraging sustainable practices, as shown in this puzzling office chair-maker case.

Proceedings of the 22nd European conference on knowledge management: A virtual conference hosted by Coventry university, UK, 2-3 September 2021 s. 603-611 Doi: https://doi.org/10.34190/EKM.21.107

The problem of the paper is: What is the importance and conduct of power and micropolitics in project management? The issue has resulted in five research questions: • How do power and micropolitics appear in projects? • How does the project manager use power and micropolitics to influence the result of his project? • How are the findings related to the actor's intentions in the projects? • How do the employees regard managers using power and micropolitics? • What organizations foster and hinder power and micropolitics? We reviewed the literature as the basics for an open survey study to twelve managers to answer the research questions. We followed up the knowledge from the survey study with twelve in-depth interviews with project managers in four Norwegian companies in the oil and gas business, where all activities are based upon project management. The informal power and micropolitics played a massive role in the projects, and personal and relational knowledge appeared to achieve the expected project results. The project manager uses personal networks, personal relations, mentor's network together with cognitive, affective, and emotional influence as power and politics if needed to achieve expected results. Power and micropolitics were regarded as necessary skills and tools for a successful project manager. The findings relate to the manager's intentions. The informal power and micro-politics process are reused in every project in that informal power and micropolitics are part of project work. The accumulation and wise handling of power is an essential leadership tool 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. A democratic and consensus-oriented culture opens for power games and micropolitics rather than hedging them compared to more hierarchical organizations. Informal micropolitics and power mean a high potential to prolong and complicate decision processes and significantly reduce efficiency and effectiveness. The theoretical implication is a general model for power and micropolitics, while the practical implication understands how power and micropolitics are practiced in projects.

Proceedings of the 22nd European conference on knowledge management: A virtual conference hosted by Coventry university, UK, 2-3 September 2021 s. 389-396 Doi: https://doi.org/10.34190/EKM.21.112

'Traveling 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 business strategy, leadership, and employees. We keep acceptable and adequate ideas while we drop unacceptable and inadequate plans. The ideas work like a sensitizing concept of directions along which to look for temporary order and stability. Adopting a business idea is like a virus spreading worldwide, leaving an enormous strength through global corporations and societies. The study methodology is built upon a total of 20 in depth interviews in Telia and Telenor done in 2019 and 2020. We also analyzed the annual reports for 2020 for the 20 largest corporations at the stock markets in Oslo, Stockholm and Copenhagen (N=60) to compare the results. We developed seven hypotheses from the literature foundation for empirical testing. We identified the following ideas at Telia (Sweden) and Telenor (Norway): Globalization, digitalization, sustainability, trust-based leadership, value-based leadership, virtual teams, project management agility, and flexible workplaces. 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 in different ways, Virtually identical ideas crop up globally more or less simultaneously in similar organizations. A primary idea virus is running in every larger organization with a smaller differentiation than anticipated. In Telia and Telenor, the virus ideas worked like mission statements giving meaning and belief to work as a spiritual business soul of belonging to the modernity and the future. The virus works like directions along which to look for meaning, belonging, and modernity. The image of modernity through global buzz words might be a self-betrayal and most businesses would probably benefit more from critical reflections and a learning from their own culture and history.

Proceedings of the European Conference on Knowledge Management ECKM 2020 s. 576-584 Doi: https://doi.org/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.

Proceedings of the European Conference on Knowledge Management ECKM 2020(December) s. 378-385 Doi: https://doi.org/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.

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

Proceedings of the European Conference on Knowledge Management s. 868-873 Doi: https://doi.org/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.

Proceedings of the European Conference on Knowledge Management 1(2019) s. 574-583 Doi: https://doi.org/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.

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

Proceedings of the European Conference on Knowledge Management 2 s. 815-823 Doi: https://doi.org/10.34190/KM.19.054

This paper is analyzing and comparing all the academic research papers in the proceedings of ECKM in 2017 (Barcelona) and 2018 (Padua). 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 have used the findings in four representations of knowledge, two typologies of concepts, four paradigmatic classifications, and 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 centered around existing knowledge and accepted methodology and less related to new problems. The results indicate an ECKM conference based upon as-is knowledge and less upon new problems. The ECKM papers 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 frameworks through sensitizing concepts representing a form of holistic research? Probably a more creative, engaged and relevant conference. Objectivity is in demand, but subjectivity is needed to come up with proposals for working greener and smarter. 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.

Proceedings of the European Conference on Knowledge Management 2 s. 877-884 Doi: https://doi.org/10.34190/KM.19.098

The research phenomenon is the use of corporate social/collaboration software to share Information/knowledge. The empirical material was collected in two large corporations that implemented Workplace by Facebook (WbF). The data are partly quantitative based on an electronic survey in each organization and partly qualitatively based on interviews with core personnel. The paper has two research questions: A) What motivates and what prevent people from using the software to share knowledge? B) Of what should the management be aware to increase organization efficiency through knowledge sharing? Since little is known about the subject and theoretical constructions are rudimentary and fragmented, the empirical material is analyzed to substantiate various propositions. A total of six propositions is generated. These results are empirically testable to verify the theory building, and of importance for those who intend to implement similar software in their organizations. It is a strong indication that educational background has an impact on the sharing of information/knowledge. The main pitfall and threat to efficiency seem to be the posting of information without restrictions - as such behavior will result in an ‘internal junkyard’ of information. Tensions between an existing hierarchy of authority and lateral arrangements to share information and knowledge can also prevent possible gains from sharing knowledge across existing internal borders. Generally, there seems to be an imprecise language concerning collaboration and sharing as well as information and knowledge, which may impact the actual behavior of the users.

Proceedings IFKAD... s. 1220-1232

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.

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

Proceedings IFKAD... s. 1189-1202

Proceedings IFKAD... s. 1282-1293

Proceedings of the European Conference on Knowledge Management 2 s. 623-632

Magma forskning og viten 21(4) s. 49-58

Statoils konsernstrategi for 2010 var at alle avdelingene skulle endres fra matriseorganisering til nettverksorganisering i en dynamisk virtuell organisasjon. Dette skulle medføre at alle operasjoner i Statoil ble integrerte (IO). Statoil Stjørdal var et pionereksempel på IO som skulle legge grunnlaget for IO i hele Statoil. IO var grunnlaget for dagens digitaliseringsstrategi i selskapet hvor alle prosesser digitaliseres. Vi fant i vår empiriske kvalitative undersøkelse at den kritiske suksessfaktoren for integrerte operasjoner var ledelsens strategi- og kommunikasjonsplan sammen med de ansattes deltakelse som utformet og styrte prosessen. De ansattes kompetanse medførte at de ble premissleverandører for hele endringsprosessen. Deres indre motivasjon var drivkraften. Det var ikke behov for noen form for belønninger. Milepeler ble markert, og de ansatte deltok i tilpasninger og kommunikasjon av disse. Det var da ikke behov for eksterne rådgivere. Dette var ordinære ansatte i Statoil som gjennom å ta et ansvar for teknologi, innovasjon og endring leverte ekstraordinære resultater. Denne studien av IO-implementeringen indikerte også at grunnleggende endringsprosesser tar lengre tid enn planlagt. Alle lederne fremstod over tid som klare støttespillere og initiativtakere til endringsprosessene. Lederne balanserte over tid demokratisk ledelse og maktbasert ledelse for å oversette Statoils strategi til lokale meningsskapende forhold i Stjørdal. De ansatte opplevde dette som en relasjonsgjensidighet. Formelle og uformelle nettverk ble gradvis viktigere i prosessen.

International Journal of Information Management 43(Dec) s. 295-304 Doi: https://doi.org/10.1016/j.ijinfomgt.2018.08.016

Our research question is how do we transform individual and collective tacit knowledge into collective, explicit and actionable knowledge in teams?. As our methodological approach, we conducted a longitudinal survey study from 2012 to 2014 to of two teams of staff employed with a Norwegian furniture manufacturer. Each team included designers, production engineers, and salespeople. The survey included the teams and the upper corporate team. The survey monitored the design, production and market processes involved in launching furniture to the marketplace (30 months). The teams decided to rotate their professional roles as designers, production engineers, and salespeople. This rotating role mechanism and socialization process encouraged the sharing of knowledge. The team members transformed their tacit knowledge into collective explicit knowledge, allowing it to deliver innovative results within a time limit. As a theoretical implication, we have found a workable means of transforming tacit, productive, individual and collective knowing into explicit actionable knowledge. Productive team knowledge was converted into tacit managerial knowledge in upper management personnel, enabling the group to translate knowledge into explicit business actions. We propose, as a general theory, that by rotating professional roles within a team individual tacit knowledge can be transformed into collective explicit knowledge. The productive team tacit knowledge that was transferred was identified as expert, nodding, familiarity and holistic knowledge. As a practical implication, we show that rotating professional roles within a team works when a team is afforded enough time to develop a socialization process. When professionals are given direction, trust, responsibility and time to develop results, they break out of their comfort zones and deliver extraordinary results together. As a practical implication, we show that this process can be planned, managed and controlled. Role rotation facilitates both the creation of high-performance teams and the transformation of tacit professional knowledge into explicit knowledge. The transformation of tacit knowledge into explicit knowledge helps increase efficiency and effectiveness in knowledge-intensive corporations. Therefore, practically, is it possible to create a corporate flywheel from tacit knowledge? The conversion of productive tacit knowledge into tacit managerial knowledge converted into specific business actions can create an explicit corporate flywheel while maintaining tacit knowledge as a competitive advantage.

Proceedings of the European Conference on Knowledge Management 2 s. 747-754

BI Leadership Magazine s. 14-15

Proceedings of the European Conference on Knowledge Management s. 833-840

Proceedings IFKAD... 1 s. 460-473

International Journal of Information Management 37(6) s. 583-589 Doi: https://doi.org/10.1016/j.ijinfomgt.2017.05.012

Proceedings IFKAD... 1 s. 749-761

Proceedings of the European Conference on Knowledge Management 2 s. 788-797

International Journal of Information Management 37(1) s. 1441-1448 Doi: https://doi.org/10.1016/j.ijinfomgt.2016.10.002

Proceedings IFKAD... 11 s. 712-725

Proceedings IFKAD... 11 s. 1122-1136

Proceedings of QUIS14: Accelerate the Impact of Service Research s. 178-190

Proceedings of QUIS14: Accelerate the Impact of Service Research s. 867-876

Proceedings of QUIS14: Accelerate the Impact of Service Research s. 994-1006

Proceedings of QUIS14: Accelerate the Impact of Service Research s. 983-993

BI Leadership Magazine s. 12-13

Proceedings IFKAD... s. 279-316

Journal of Applied Management and Entrepreneurship 19(3) s. 101-128 Doi: https://doi.org/10.9774/gleaf.3709.2014.ju.00007

Magma forskning og viten 17(8) s. 53-62

15th International CINet Conference, "Operating Innovation - Innovating Operations" s. 765-779

Ist Workshop on Service Innovation Research. conference papers s. 69-77

Ist Workshop on Service Innovation Research. conference papers s. 83-90

International Journal of Information Management 33(5) s. 764-774 Doi: https://doi.org/10.1016/j.ijinfomgt.2013.05.003

A business school declares its strategy as becoming a leading European institution. As main vehicle forachieving recognition is the implementation of a top-down strategy naming five academic fields as key– (a) finance, (b) economics, (c) marketing, (d) law, accounting, and auditing, and (e) organizationalbehavior (OB). Top management allocates resources for research, academic activities, and positions tothese five strategically chosen areas. Academic areas that are not strategically named must generatetheir own income through educational programs and research grants. Can OB serve as the platform toensure the survival of IS/KMS? In our analysis, we found no other business school formulating a strategyalong these lines; dominating strategic themes are internationalization, research excellence, and studentenvironment. No academic field is singled out as strategic. We argue that selecting a few academic areasas a strategy is dysfunctional. We also found that OB is not very actively employed in research, be itpositioning, theory, research model, analysis, or discussion. Hence, we do not find that OB offers anytheorizing help to IS/KMS – this in contrast to innovation and change theories, for which we propose anframework as a means of defining IS/KMS research projects.

QUIS 12. Advances in service quality, innovation, and excellence s. 775-784

Kybernetes 37(1-2) s. 250-257 Doi: https://doi.org/10.1108/03684920810851159

Beta – Scandinavian Journal of Business Research s. 45-61

Fagbokforlaget

Fagbokforlaget

Boken behandler spørsmålet om hvorfor vi vet det vi vet. Den beskriver også hva et vitenskapelig perspektiv er, og hvilken systematikk og metodikk som gjør dette perspektivet vitenskapelig. 480 gruppeoppgaver følger med. Boken er skrevet for bachelor, mastergrads- og doktorgradsstudenter innenfor samfunnsvitenskapelige disipliner, som vil ha en forståelse av bakgrunnen for det problem og de problemstillinger de arbeider med.

Kybernetes 34(09.okt) s. 1570-1586

International Journal of Information Management 25(2) s. 151-171

The aim of this article is to examine the nature of intellectual capital and its role in the value creation processes. In this article, we regard the construct intellectual capital as a holistic management philosophy. We will develop a typology for this holistic management philosophy, in addition to conceptual models to describe and explain contexts pertaining to the various typologies. In conclusion, we will develop an analytical model where intellectual capital is ingrained in a larger operational context in relation to value creation processes. (C) 2005 Elsevier Ltd. All rights reserved.

Kybernetes 34(07.aug) s. 1261-1277

Originality/value - It positioned systemic thinking in relation to the philosophy of social science.

Magma forskning og viten s. 23-34

Kybernetes 31(7/8) s. 1099-1120

European Journal of Innovation Management 4(1) s. 20-31

International Journal of Information Management 21 s. 3-20

Information Management & Computer Security 7(1) s. 5-22

Underveis til fremtiden s. 30-55

Underveis til fremtiden. Kunnskapsledelse i teori og praksis s. 148-178

European Journal of Innovation Management 2(3) s. 116-129

International Journal of Information Management 19(4) s. 263-275

Kybernetes 28(1) s. 24-46

Underveis til fremtiden: Kunnskapsledelse i teori og praksis: Handelshøyskolen BI Årbok 1999 s. 55-70

Underveis til fremtiden. Kunnskapsledelse i teori og praksis s. 14-29

International Journal of Information Management 19(2) s. 121-139

Built Environment 24(2/3)

Built Environment 24(02.mar) s. 33-54

International Journal of Information Management 17(3) s. 153-168

Long Range Planning 30(1) s. 96-110

Fagbokforlaget

Fagbokforlaget

Libri 46(3) s. 121-140

Fagbokforlaget

Information science s. 22-22

Fagbokforlaget

Norsk tidsskrift for bibliotekforskning 2(1) s. 71-97

? 1(4) s. 29-36

International Journal of Information Management 13 s. 341-354

Universitetsforlaget

European Journal of Marketing 27(3) s. 23-39

Information Culture and Business Performance s. 85-103

International Journal of Information Resource Management 2(3) s. 18-32

International Journal of Information Management 11(3) s. 185-203

International Journal of Service Industry Management 2(3) s. 26-47

International Journal of Information Management 10 s. 192-214

Libri