I am currently Associate Professor at the department of Leadership and organizational management at BI Norwegian School of Management. I previously held a lectureship at Lancaster University Management School. I did my PhD at the Norwegian School of Management, where I examined transfer and institutionalization of organizational practices in multinational enterprises.
My current research interests include how national institutional contexts affect the organization of globally distributed work practices and how innovative business models in customer supplier relationships emerge. My research is published inter alia in Handbook of Crosscultural Management Research, Academy of Management Executive, Human Resource Management Journal and Management Learning.
I have a MSc in industrial economics and technology management from the Norwegian University of Science and Technology. Prior to an academic career I worked as an OD consultant in the Oil & Energy sector. In consulting and executive education he has worked inter alia with Hydro, Statoil, ConocoPhillips Norway, Aker Maritime, Kongsberg Gruppen, Telenor, Nidar, Gilde, Det Norske Veritas, Norwegian Post and the Foreign tax affairs office of the Directorate for Taxation in Norway.
This article attends to the call for research on the often neglected spatial and temporal dynamics of organizational life. In particular, we examine the ways in which aspects of space and time facilitate or hinder learning and knowledge sharing in organizations. We draw on conceptual tools derived from work influenced largely by Henri Lefebvre to illustrate how a spatial–temporal lens throws new light on the problem of learning and knowledge sharing across organizational communities. We examine these dynamics in a qualitative study with four high-technology engineering companies in the energy conversion and automation and aerospace sectors. Building on a situated learning perspective, we argue that a spatial and temporal perspective contributes to our understanding of processes of identity construction and the power relations that influence access to forms of participation and learning across organizational communities.
Jonsen, Karsten; Butler, Chtistina L., Mäkelä, Kristina, Piekkari, Rebecca, Drogendijk, Rian, Lauring, Jakob, Lervik, Jon Erland Bonde, Pahlberg, Cecilia, Vodosek, Markus & Zander, Lena (2013)
Processes of international collaboration in management research: a reflexive, autoethnographic approach
Lunnan, Randi; Lervik, Jon Erland, Traavik, Laura E Mercer, Nilsen, Sølvi M., Amdam, Rolv Petter & Hennestad, Bjørn (2005)
Global transfer of management practices across nations and MNC subcultures
19(2) , s. 77- 80.
The management practice we examine performance management (PM)-can be regarded as an extension of the traditional performance appraisal, linking individual performance to corporate strategy.1 Researchers separate calculative PM (focus on individual contributions and rewards) and collaborative PM (focus on creating a partnership culture between employer and employee, for example through competency development).2 In the United States, PM practices contain both calculative and collaborative elements, whereas in Scandinavia the calculative element is downplayed.3 Norwegian firms have had a long tradition of holding annual "planning and development talks." This is, however, a single, once a year event intended to promote good working relations more than a managerial system for evaluating, developing and compensating employees.' We suggest that when introducing a "foreign best practice" into this setting, national values present initial barriers, whereas organizational capabilities and systems are crucial for the final shape of the practice.
Lervik, Jon Erland; Amdam, Rolv Petter, Hennestad, Bjørn, Lunnan, Randi & Nilsen, Sølvi M. (2005)
Implementing Human Resource Development Best Practice: Replication or Re-creation?
8(3) , s. 345- 360.
Lervik, Jon Erland & Lunnan, Randi (2004)
Contrasting Perspectives on the Diffusion of Management Knowledge - Performance Management in a Norwegian Multinational
35(3) , s. 287- 302.
Nilsen, Sølvi M.; Hennestad, Bjørn, Fergestad, Ingvald, Lervik, Jon Erland, Lunnan, Randi & Traavik, Laura E Mercer (2004)
Handlingsförlamad av dubbla budskap - dubbelbindingar i organisationer
(2) , s. 29- 39.
Lunnan, Randi; Amdam, Rolv Petter, Hennestad, Bjørn, Lervik, Jon Erland & Nilsen, Sølvi M. (2002)
Standardised Leadership Tools in MNEs – Critical Reflections on the Conditions for Successful Implementations
26(6) , s. 274- 282.
Amdam, Rolv Petter; Hennestad, Bjørn, Lunnan, Randi, Nilsen, Sølvi M. & Lervik, Jon Erland (2001)
Standardisering - en hemsko for fornyelse?
Lervik, Jon Erland; Oorschot, Kim van, Hvidsten, Adeline & Hoholm, Thomas (2025)
SYSTEMS LITERACY: Tackling grand challenges by expanding the repertoire of leadership development in the public sector
[Conference Lecture]. Event
Carlsen, Arne & Lervik, Jon Erland (2025)
Kvalitativ forskning for praktikere
[Textbook].
Lervik, Jon Erland; Oorschot, Kim van & Hvidsten, Adeline (2024)
Lederutvikling for Systemendring
[Report Research].
Lervik, Jon Erland & Oorschot, Kim van (2020)
Fit for a different purpose? bricolage and business model reconfiguration in incumbent firms
[Conference Lecture]. Event
Lervik, Jon Erland & Oorschot, Kim van (2020)
Fit for a different purpose? bricolage and business model reconfiguration in incumbent firms
[Conference Lecture]. Event
Lervik, Jon Erland & Fahy, Kathryn M. (2020)
Temporal structuring and global coordination in multinational enterprises
[Conference Lecture]. Event
Lervik, Jon Erland (2018)
Coupling processes and the power of associations in implementing performance management
[Conference Lecture]. Event
Lervik, Jon Erland & Saka-helmhout, Ayse (2018)
Transforming Subsidiary Institutional Distinctiveness into Non-Location Bound Capabilities: A Societal Embeddedness View
[Conference Lecture]. Event
The differentiated MNE hinges on specialized subsidiaries that tap into and leverage localized capabilities in host countries. The rich literature on knowledge creating subsidiaries and subsidiary initiative recognizes the localized nature of capabilities but does not fully develop the implications of subsidiary capabilities as supplied by, shaped by, and adapted to host country institutions. In this study, we contribute to a more contextual and processual account of how subsidiaries can transform institutionally distinct and context-specific capabilities into non-location-bound advantage. We report from a longitudinal, comparative study of the development trajectories of two engineering subsidiaries of a Norwegian shipbuilding group. We find that subsidiaries differ in their ability to mobilize institutionally derived resources to gradually adapt their capabilities to diverse market requirements and, at the same time, align their capabilities with headquarters’ expectations to secure recognition and support. We summarize implications of a societal embeddedness view on subsidiary development.
Lervik, Jon Erland (2017)
Coupling processes and the power of associations in implementing performance management
[Conference Lecture]. Event
Lervik, Jon Erland (2017)
Networks of routines in foreign waters: Cascading misalignments and routine adaptations in global production networks
[Conference Lecture]. Event
Organizations get work done through a large number of interdependent routines (Nigam, Huising, & Golden, 2016). Over time, connections and interactions between routines are reinforced, complementarities are strengthened, and interdependent routines become more attuned to one another (Kremser & Schreyögg, 2016), with routines working in sync. Birnholtz et al. (2007) describe ecologies of routines as coherent and persistent, creating a stable organizational character.
How networks of routines are replicated or changed in different context is an important question when we acknowledge that routines are are not stable collective entities to be transferred but rather are composed of interdependent, dynamic elements that are continuously recreated (Feldman & Pentland, 2003; Salvato & Rerup, 2010). In this paper we trace changes in nested networks of routines in geographically distributed shipbuilding projects, examining how partial relocation of interdependent activities trigger cascading changes to networks of interdependent production routines.
Lervik, Jon Erland & Traavik, Laura E. Mercer (2016)
HRM i multinasjonale selskaper
Lervik, Jon Erland & Traavik, Laura E. Mercer (red.). HRM i multinasjonale selskaper
Kwei-Narh, Prosper Ameh; Hærem, Thorvald & Lervik, Jon Erland (2016)
When monitoring behaviors predict team performance: the role of shared task mental model accuracy
[Lecture]. Event
Lervik, Jon Erland & Saka-helmhout, Ayse (2016)
Institutions as enablers of subsidiary initiative
[Conference Lecture]. Event
Lervik, Jon Erland & Fahy, Kathryn M. (2016)
Material objects in inter-organizational coordination: balancing common understanding and divergent interests
[Conference Lecture]. Event
Lervik, Jon Erland & Saka-helmhout, Ayse (2014)
THE ROLE OF INSTITUTONAL COMPLEMENTARITY IN SUBSIDIARY INITIATIVE: THE INSTITUTIONAL-EMBEDDEDNESS PERSPECTIVE
[Conference Lecture]. Event
Lervik, Jon Erland & Traavik, Laura E. Mercer (2014)
HRM i multinasjonale selskaper
Lervik, Jon Erland & Traavik, Laura E. Mercer (red.). HRM i multinasjonale selskaper
Lervik, Jon Erland (2013)
When offshoring backfires - relocating fabrication and repercussions for activity configurations and value propositions
[Conference Lecture]. Event
Saka-helmhout, Ayse & Lervik, Jon Erland Bonde (2013)
Subsidiary initiative in ship engineering: the institutional-embeddedness perspective
[Conference Lecture]. Event
Kvålshaugen, Ragnhild & Lervik, Jon Erland Bonde (2011)
Learning International Servicing: Simultaneously Creating Knowledge and Value. Insight from the research project Terrella
Regional innovasjonspolitikk i et internasjonalt vakuum?
[Report Research].
Lervik, Jon Erland Bonde (2010)
The single multinational as a research site
[Conference Lecture]. Event
Olsen, Per Ingvar & Lervik, Jon Erland (2006)
Eierstyring, innovasjon og internasjonalisering i integrerte samvirkekonsern
[Report Research].
Denne rapporten er leveransen fra fase III av forskningsprogrammet ”Norsk jordbruksvaresektor. Strategi og forretningsutvikling mot år 2010”. Den representerer en avrunding av et program som over 4 år har utforsket ulike sider ved de utfordringer norsk landbruk og landbrukets matvareindustri står overfor, og noen av de veier som kan være mulig å gå for å sikre langsiktig fornyelse og bærekraft for denne delen av norsk økonomi. Prosjektet har vært gjennomført som et brukerstyrt program ved Senter for samvirkeforskning ved Handelshøyskolen BI, der brukerinteressene har vært Norsk Landbrukssamvirke, Tine BA, Gilde Norsk Kjøtt BA og Statens nærings- og distriktsutviklingsfond (SND, nå Innovasjon Norge). I prosjektets fase III har Norsk Landbrukssamvirke vært oppdragsgiver sammen med Tine og Gilde. Dette prosjektet har således hatt et klart fokus på noen av de sentrale strategiske utfordringene landbrukssamvirkene står overfor.
Lervik, Jon Erland; Huse, Morten, Hansen, Cathrine & Svendsen, Jon Erik (2005)
Beskrivelse av norske styrer
[Report Research].
Traavik, Laura E. Mercer; Lervik, Jon Erland Bonde, Lunnan, Randi & Amdam, Rolv Petter Storvik (2001)
What is repatriate competence?
[Conference Lecture]. Event
Lervik, Jon Erland; Amdam, Rolv Petter, Lunnan, Randi & Traavik, Laura Mercer (2000)
Organizational recipes and Management Practice in Multinational Corporations
[Report Research].
In this paper we explore potential factors explaining how organizational recipes are spread within Multinational Companies. Implementation of organizational recipes has become a widespread phenomenon, but most current research have focused on diffusion between companies and not within companies. We distinguish between formal adoption and putting a recipe to use, i.e. whether the concept leads to changes in work processes and management practice. We develop a number of propositions, where we aim to explain spreading by the following factors: i) Role of the corporate center as a change agent, ii) Recipient units’ previous experience with organizational concepts, and iii) National culture of recipient units.
Nilsen, Sølvi & Lervik, Jon Erland (2000)
Standardiserte lederutviklingsmetoder og verktøy
[Report Research].
Organisasjoner synes i økende grad å innføre standardiserte ledelsesverktøy utenfra for å møte utfordringer knyttet til økt kompleksitet og endringstakt i omgivelsene. Dette synes å være et paradoks, da økt kompleksitet fordrer fleksibilitet og organiske strukturer. Med utgangspunkt i dette tilsynelatende paradokset definerer og problematiserer denne artikkelen en del tankekors knyttet til implementering av standardiserte lederutviklings-metoder og verktøy, og forsøker på den måten å besvare følgende problemstilling: Hvilke utfordringer må håndteres for at standardiserte lederutviklingsmetoder og verktøy skal føre til reell endring og læring? Noen av tankekorsene som reises er: Implementerings-tankekorset: Hvorfor fokus på design av metoder og verktøy og ikke på implementering? Planleggings-tankekorset: Kan organisasjoner plan-legge for effektene av og kontrollere anvendelsen av standardiserte lederutviklingsmetoder og verktøy? Adopsjons-tankekorset: Kan implementering forstås som adopsjon, der verktøy kopieres fullt og helt fra andre omgivelser? Kontekst-tankekorset: Er nedtoning av kontekst og lokal tilpasning hensiktsmessig dersom målet er reell endring? Lærings-tankekorset: Foregår læring og endring ved passiv adopsjon eller ved aktiv eksperimentering? Vår hovedtese er at disse tankekorsene blir alt mer aktuelle jo større kompleksitet og endrings-takt organisasjoner står overfor. Vi konkluderer med at organisasjoner som ønsker å oppnå reell endring og læring ved hjelp av standardiserte lederutviklingsmetoder og verktøy bør fokusere på implementering, lokal tilpasning og eksperimentering, og på integrering av metodene og verktøyene i organisasjonens arbeidsprosesser og i ledernes daglige arbeid. Hovedutfordringen er imidlertid å få til en god balanse mellom behovet organisasjonen har for overordnet koordinering og kontroll og behovet for og ønske om å få til reelle endringer og læring i organisasjonen.
