Lars Huemer

Industrial Marketing Management 59 s. 107-119 Doi: https://doi.org/10.1016/j.indmarman.2016.02.006

Our paper is concerned with how managers understand their surrounding network and what strategic actions they take based on this insight. Recent research in the areas of network management and business relationships shows increasing interest in the interplay between cognition and action, particularly on how managers relate perceptions about their business network (“network picturing”) to decision-making and strategizing activities. In this study, we apply a novel research approach combining process research and action research methodology. Our sample is introduced to business network theories and concepts, and the use and adaptation of these concepts results in managerial options being articulated and applied. Our findings add new insight in the field of network strategy and network picturing. Network picturing represents a way to understand the boundaries of the firm and how this understanding affects managers' decisions. This differs from the fundamental distinction between the external and the internal environments of classical strategy analysis. In terms of network picturing, strategizing is a way to understand the resulting actions or network outcomes that managers see as viable within their surrounding network. We also provide a conceptual process exercise as an example of how this insight can be relevant for managers in their decision-making processes.

Long Range Planning 49(1) s. 117-128 Doi: https://doi.org/10.1016/j.lrp.2014.09.004

Logistics service provider (LSP) strategy and value creation is a cooperative endeavor. The study focuses on how LSPs create value by taking advantage of being connected and exploring the presence of various forms of interdependence. Using a single case study and a framework addressing network externalities and the concept of value logic interaction, we identify three types of collaborative value creation; distributive, functional and systemic. Whereas the fundamental logic of the LSP is mediation in terms of performing a distributive service, it is also subject to externalities in its functional and systemic value creation initiatives. LSPs are thereby portrayed as strategic entities dealing with a set of interdependencies in order to facilitate value creation in their networks. These firms need a rather advanced understanding of different types of economies and forms of collaboration to succeed. The study also associates different types of LSPs with the identified types of collaborative value creation.

Industrial Marketing Management 43(4) s. 564-572 Doi: https://doi.org/10.1016/j.indmarman.2014.02.011

MERCATI E COMPETITIVITÀ s. 35-51 Doi: https://doi.org/10.3280/mc2013-001004

Industrial Marketing Management 42(7) s. 1112-1120 Doi: https://doi.org/10.1016/j.indmarman.2013.07.007

Journal of Business Research 65(2) s. 258-264 Doi: https://doi.org/10.1016/j.jbusres.2011.05.028

The last few years have seen increasing recognition of the work of logistics service providers, as well as the significance of functioning supply relationships. This paper proposes an alternative view of supply management that builds on the observation that traditional supply chain management focuses on logistics clients rather than the service providers themselves. The paper utilizes the 4 Resource Interaction tool to illustrate how a logistics service provider faces different idea structures and activated structures than its clients in three different markets. The resulting resource perceptions and preferred resource combinations create tensions and tradeoffs between the logistics service provider and its clients. Unchaining logistics from the conventional chain structures achieves a more comprehensive understanding of interactions between shippers and logistics service providers.

The IMP Journal 6(3) s. 240-253

Intelligent goods in transport system s. 87-101

Logistikk og ledelse av forsyningskjeder s. 357-369

The journal of business & industrial marketing 25(1) s. 73-82 Doi: https://doi.org/10.1108/08858621011009173

Journal of Business Ethics 91(suppl. 2) s. 265-277 Doi: https://doi.org/10.1007/s10551-010-0618-7

Industrial Marketing Management 38(5) s. 520-528 Doi: https://doi.org/10.1016/j.indmarman.2008.12.019

The IMP Journal 3(3) s. 53-75

Industrial Marketing Management 38(5) s. 520-528

Journal of Management Studies 45(4) s. 691-713 Doi: https://doi.org/10.1111/j.1467-6486.2008.00766.x

Jan Stentoft Arlbjørn, Árni Halldórsson, Marianne Jahre, Karen Spens (eds.), Northern Lights in Logistics & Supply Chain Management

Long Range Planning 39(2) s. 133-153

Industrial Marketing Management 33(3) s. 251-260

Scandinavian Journal of Management 20(1/2) s. 53-74

International Marketing Review 21(2) s. 187-201

Industrial Marketing Management 32(5) s. 357-364

Moral Leadership in Action

Tillitens ansikten/Aronsen,G. och J.C.Karlsson (red.)

Nordiske organisasjonsstudier 3

Moral leadership in action, Edgar Elgar/Høivik, H.v.W

Strategic Change 8(8) s. 445-457