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30:08 Styrning av samverkan - exempel från två pågående samverkansinitiativ Holmgren, Mikael; Mårtensson, Maria Mälardalens högskola, Västerås, Sweden Alltsedan 40-talet har statsmakterna ställt krav på att högskolan ska samverka med det omgivande samhället (UniLink 2009) och mycket har skrivits om det i termer av trippelhelix (Etzkowitz & Leydesdorff 1996), mode 1 och mode 2 (Gibbons m.fl. 1994) och privatoffentliga partnerskap (Osborne 2000; Mörth & Sahlin 2006). Mårtensson m.fl. (2009) konstaterar dock att det, trots mängden litteratur i området, saknas en djupare förståelse för ledning och styrning av samverkan. Det finns därför ett behov av mer djuplodande studier om styrningsaspekter i relation till samverkan. I detta papper analyseras två pågående samverkanssatsningar– Robotdalen och Samhällskontraktet. Robotdalen är en så kallad Vinnväxt‐miljö som etablerades 2003 där akademi, näringsliv och det omgivande samhället (i tre län) samverkar för att utveckla robotlösningar för industri, tunga fordon samt hälsosektorn. Samhällskontraktet som beskrivs som ”en robotdal i offentlig sektor” är benämningen på ett fyraårigt avtal som Västerås stad, Eskilstuna kommun och Mälardalens högskola slöt 2009 om att utveckla formerna för fördjupad samverkan. Alltmedan Samhällskontraktet ännu är i ett uppstartskede och formerna för samverkan håller på att utvecklas lyfts Robotdalen fram som en lyckad samverkanssatsning vars verksamhet når uppsatta mål, producerar påtagliga resultat (produkter och företag), växer och erhåller fortsatt finansiering. Robotdalen anses också ha bidragit till förbättrade relationer och till uppkomsten av flera andra samverkansinitiativ (Bjurström 2010; Mårtensson 2011). Medan traditionell styrning fokuserar på formella aspekter inom enskilda företag beskrivs samverkan som både svårt och utmanande (Mårtensson m.fl. 2009), där representanter från olika typer av organisationer ska formulera gemensamma mål och bedriva en verksamhet som delvis ligger utanför den egna organisationen. För att kunna överbrygga dessa hinder och utmaningar måste styrning av samverkan förstås både i och utanför traditionell styrning. Därför används i detta papper teorier som tar sitt avstamp i traditionell styrning och teorier som fokuserar på de informella aspekterna av styrning. I vårt papper vill vi bidra till att utveckla bättre förståelse och kunskap för styrning i samverkansmiljöer. I förlängningen hoppas vi att studien kan användas som inspiration för hur samverkansinitiativ kan (vidare)utveckla och skapa styrfilosofier och -verktyg som kombinerar formella och informella aspekter av styrning. 31:01 The Advantages of industrial upgrading and convergency under the condition of openness Rong, Fei; Yu, YongDa Tsinghua University, SPPM, Beijing, China After 30 years of reform and opening up, China has entered a crucial transformation period. In this period, whether China can realize effective industrial upgrading is a very important problem in China’s future development. The authors first discuss the importance of actively developing strategic industries, the necessity of governments’ promoting policies, and potential inner connection between comparative advantage industries and strategic industries. The kernel of this connection is that the reasonable and moderate exertion of the comparative advantages can help strategic sectors integrate and accumulate development factor advantages, and the open condition is very crucial in this connection. However, this is very different from strategies which simply follow the 148 countries’ comparative advantages. 31:02 Examining the role of externally oriented capabilities, slack resources, innovation and performance: A study on technologybased small firms Parida, Vinit; Örtqvist, Daniel Luleå University of Technology, CiiR/Entrepreneurship, Luleå, Sweden Innovation has been widely recognized as the key strategic activity for growth and success of small firms. However, small firms due to internal barriers (e.g. financial and human resources) and external barriers (e.g. external environment) are obstructed in developing innovation. Thus, it is critical to increase the understanding of how small firms can attain innovation. One perspective in the literature is the resourcebased view of the firm. In this perspective it is generally proposed that a firms potential to be innovative lies in its ability to utilize different organizational capabilities. We follow this logic and propose two externally oriented capabilities that promote (Network capability) and facilitate (Information and communication technology capability) social networking practices. We argue these capabilities to be of importance especially in a small firm context and we hypothesize that their individual and joint effects on innovation are positive. We further acknowledge recent developments in the literature which suggest that capabilities are dependent on firm internal conditions such as flexibility and production. We therefore also include organizational slack and consider a threeway interaction effect between slack and the two proposed capabilities. Our basic argument is that capabilities will pay off for innovation when firms have slack resources. We also test how increases in innovation influences firm performance. As such we suggest that innovation has a mediating role between capabilities and performance. We test the hypotheses based on a two year longitudinal dataset of Swedish technology-based small firms (less than 50 employees). In total 291 full responses were included out of the originally 1471 firms surveyed, for a response rate of 20%. Main analyses are lagged regression with control for the dependent variables influence at t-1. Results show innovativeness to be positively and significantly related to performance, even when performing controls for previous years of performance. We find a significant three-way interaction effect between the two suggested capabilities and slack on innovation, and support that innovation mediates the influence between capabilities and performance. As such, we find evidence that externally oriented capabilities in conjuncture with organizational slack are important for the level of firm innovation, and that their influence on renewal through innovation also help determine future performance. 31:03 Exploring issues of managerial responsibilities in trade show marketing Tafesse, Wondwesen; Korneliussen, Tor Bodø Graduate School of Business, Marketing, Bodø, Norway Trade show participation serves marketers strategic as well as tactical marketing purposes. This paper sets out to identify the type of managers, in terms of management level, that are responsible for managing key trade show tasks and how the management level of those responsible for executing these tasks influence firms’ marketing performance. To this end, the study draws on the trade show and the strategy literature and employs data acquired from firms that participate in an international trade show. The findings indicate that the majority of firms assign the responsibility for managing key trade show tasks to lower and middle managers. It is also
observed that when lower and middle managers are responsible for trade show selection and booth management tasks, firms perform better than those that assign these tasks to top managers. Firms that designate the trade show objective setting task to middle managers outperform those that assign the task to top and lower managers. The paper concludes by discussing the theoretical and managerial implications of the findings and by proposing venues for future research. Key words Trade show, Planning, Management, Managerial responsibility, Marketing performance 31:04 Innovations for sustainability of maritime operations in the Arctic Tsvetkova, Antonina University of Nordland, Bodø Graduate School of Business, Bodø, Norway The paper concentrates on the discussion about new innovations and new technologies designed to generate practical logistics solutions to sustainable development and growth of maritime operations in the Arctic. The field of the study is efficient implementation of new logistic solutions at least for the last 2 years to be certainly gone down in the Arctic navigation history. So positive tendency became possible due to: - new challenges in the Arctic such as climate change and ice melting; - economic globalization and world trade growth; - innovative approach in the implementation of logistics strategies. The evolution of the world’s commerce has relied heavily on the development of efficient transport networks which reduce time delivery and shipping costs. These factors renewed interest to the Northern Sea Route (NSR) and cargo shipping via the NSR. This trade corridor is a complex transportation system of coordinated and interdependent operations. Here, we investigate it as “an axis of development” (Pottier, 1963) like a bridge which by means of transferring impulses, i.e. import/ export movement, links several growth poles competing among themselves in one system. For example, two centers of gravity, Europe and Asia, linked nowadays mainly by Suez canal can be effectively connected by the NSR as innovative commercial route. Commercial logistic in the Arctic is a relatively new phenomenon and the knowledge related to this fragmented. However, it gives a great source of innovation advances, special motivation and new transformations in supply chain logistics management. If R. W. Johnson (1943 - ) who is South African Journalist and Historian said: ”Any solution to a problem changes the problem”, then we consider that any logistics solution in unique Arctic conditions leads to new technological innovations for strategic and tactical ice navigation to optimize the NSR. Special conditions created by the Arctic environment and recent innovations in the technology, ship design and maritime operations were mainly emphasized for the development of transit shipping through the Arctic. That’s why the development of the NSR is an integral part of Russian strategy of Arctic sustainability. Just innovations as a dominant factor lead to sustainability in the Arctic. Keywords: Maritime Logistics; Innovations, Transport Corridors; Northern Sea Route; Strategy Implementation. 31:05 Co-existence of conflicting logics – A study of the recorded music industry Sigurdardottir, Margret Sigrun University of Iceland, Reykjavik, Iceland In recent years the emphasis of institutional theory has moved from homogenous institutional organisation towards an emphasis on heterogeneity of organisation based on multiple institutional logics (Friedland & Alford, 1991; Thornton & Ocasio, 2008) and institutional entrepreneurs (Hardy & Maquire, 2008). Were as new institutional theory previously emphasised one dominant institutional logic, within a given field, the theory of institutional logics argues that multiple logics exists within any field. Through the multiple sources of action, these different logics offer the foundation to heterogeneous organisation. Furthermore, Thornton and Ocasio(2008) argue that in any institution there must be a market, as well as a cultural aspects thus building conflict into the institution to the extent that cultural and market logics are traditionally understood as conflicting. The built-in conflict, between the market and the cultural logics is probably best seen in cultural or artistic fields, where the artistic logic is often taken to be in opposition to the commercial logic, as seen in the commonly known terms of ‘art for art’s sake’ and ‘selling out’. The paper focuses on the recorded music industry in the UK, as a creative industry combining artistic and commercial goals. In the creative industries art is sold with the aim of making profit, thus necessarily combining, commercial and artistic elements in the production and sales process. By empirically studying work processes in the recorded music industry in the UK the paper aims to provide a better understanding of how individuals take multiple logics into account in their daily actions, and how their actions might influence organization on the field level. Institutional theory does already offer some outlines as to how individuals might deal with conflicting logics and the paper starts out by outlining these possible scenarios. Data was gathered through semi structured interviews with decision makers in the recorded music industry, the interviews focused on work processes and real life examples of action so as to gain insight in to any conflicts in the work process. Two distinct ways of acting emerged and these where linked to the artistic and commercial ends, thus representing the two distinct logics, the artistic logic defining the means to the artistic end and the commercial logic defining the means to the commercial end. 31:06 The success resources for a growth strategy - The port of Kokkola Uusitalo, Olavi1 ; Grønhaug, Kjell2 1Tampere University of Technology, Tampere, Finland; 2Norwegian School of Economics and Bus. Adm., Bergen, Norway For the growth sustainable resources and a well planned strategy are important. Here we try to identify the resources for the growth of the harbor of Kokkola (POK). Moreover, we aim to find out how deliberate their strategy has been. The resource-based view of the firm sees companies as very different collections of physical and intangible assets and capabilities. Resources are anything that firms explicitly value, like technical know-how, personnel, equipment, capital, or external relationship which can generate greater value for themselves and others. Resources are the building blocks for strategy. For forming competitive advantage, a resource must pass five market tests, inimitability, durability, approbriability, substitutability and competitive superiority of its value (Collis and Montgomery, 1995 and Peteraf, 1993). According to Minzberg (1985) deliberate strategies are realized as intended 149
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School of Business NFF 2011 August
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Welcome to the 21 st NFF conference
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Conference theme The process of pro
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About Stockholm University School o
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Wednesday 9:30-10:30 Paper sessions
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Seminar room 3:240 Track 17: Nordic
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Seminar room 3:240 Track 17: Nordic
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Seminar room 3:240 Track 18: Sustai
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TRACK 1 - Perspectives on Service r
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TRACK 2 - The practice of services
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TRACK 3 - Brands & branding - conte
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04:03 Cooperation and competition -
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TRACK 6 - Interdisciplinary perspec
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Wednesday August 24 13:30-15:00 08:
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12:03 Entrepreneurial success: The
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Monday August 22 15:30-17:00 13:08
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14:02 Art-based interventions in ex
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TRACK 17 - Nordic Practices of HRM
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TRACK 21 - Practicing restructuring
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TRACK 23 - Mergers & acquisitions:
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24:08 Knowledge creation in multina
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TRACK 29 - Entrepreneurship educati
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Tuesday August 23 13:30-15:00 Works
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Abstracts 01:01 Service Systems as
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i.e. contractual arrangements estab
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innovation in different parts and c
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01:19 The buyer-seller paradox of p
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02:05 Managers in professional serv
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02:11 Cognitive distortion accounte
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as retailers internationalize, they
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integration, including communicatio
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03:06 Sensory positioning of metrop
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1995), customers as active co-creat
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are expressed from various directio
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04:09 Integrating government author
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introduced. In a strategic context
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its home turf of financial reportin
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of this analysis can also help to i
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08:06 Volatility, leverage effect a
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the recent financial crisis. The in
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10:04 From Time to Time: Time as a
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enterprise actors in their scaling
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innovations. Thus, the paper discus
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11:07 Feminist organisation studies
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area. Entrepreneurs who close down
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Page 153 and 154: Author index *Presenting author A A
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