Flemming Norrgren

From sponsorship to partnership in academy-industry relations

One practical result of the advent of the knowledge society has been an increased reliance on academic-industry partnerships as important sources for the creation of economic value. This paper argues that this renewed emphasis on knowledge has led to a shift in the nature of the relations between the academy and industry from sponsorship to partnership and the formation of new research institutions that allow researchers and practitioners to engage in continuous rather than problem based dialogue. These developments are illustrated by providing a case study based on the experience of one research team with its industrial partners. The paper presents results pertaining to some of the issues and challenges raised by continuous dialogue in partnerships, and emphasises the creative yet demanding implications of close collaboration between the two communities.

Effects of change strategy and top-management involvement on quality of working life and economic results

Abstract The aim of this paper is to propose change strategies that may enhance the outcome of ergonomic improvements. Representatives of 69 Swedish companies were asked to describe their experience of organizational change. There was a special focus on behavioral patterns and the behavioral aspects of change processes. These patterns were then related to quality of working life and economic output. A learning strategy for change is introduced which includes not only specific topics (e.g. ergonomic improvements) but also employee participation in formulating the organizations visions about the future while simultaneously covering broad goals for change. The results indicate significant positive correlations between the learning strategy, the quality of working life, and economic output. Contrary to previous studies, top-management involvement was not found to be the most important factor for change outcomes. Instead, processual factors were of at least equal importance. The results indicate that ergonomics, and especially macroergonomics, with its clear design and goals for change, could benefit from incorporating new theories of change. Relevance to industry It is crucial to find change strategies that simultaneously enhance the implementation of ergonomic goals and core business goals. The use of a learning strategy for change is proposed to achieve a highly effective change strategy in this respect. Empirical findings suggest that the managers role may be to control the change process as a facilitator. In the case, the important tasks are to ensure broad participation among the employees in developing visions of the future organization and dealing with a broad spectrum of change topics simultaneously. A learning strategy for change is therefore advocated as a complement to traditional change projects. The outcomes in terms of quality of working life, and economic output related to a learning strategy for change, are very promising.

Developing and Sustaining Change Capability VIA Learning Mechanisms: A Longitudinal Perspective on Transformation

Increasing market pressures require organizations to rethink the development of change capability. Building a sustainable and flexible organization capable of responding in a timely manner to quickly changing customer demands without compromising technological excellence and quality is a complex task. This chapter builds on a five-year study of transformation efforts at a product development unit of Ericsson. The complexity of designing and managing learning mechanisms as both a transformation engine and a way to improve new product development is captured. The chapter points toward the challenges of designing and managing learning mechanisms that enhance organizational agility.

Embracing Commitment and Performance: CEOs and Practices Used to Manage Paradox

We tend to assume that great leaders must make difficult choices between two or more conflicting outcomes. In an interview study with 26 CEOs of top American and European companies (incl. IKEA, Campbell Soups, Nokia, H&M), we find that instead of choosing between conflicting outcomes such as long-term strategy or short-term performance drivers, top tier managers argue that their role is to embrace such paradoxes to make both things happen simultaneously. The study identifies five groups of practices that make this possible. Together, they reveal a systematic approach to managerial work at the top, which is seldom found in the literature. By building on the engagement of many in the development of the organization, the practices are important for our understanding of how a CEO facilitates the partaking of many in strategy making. The paper contributes to theory by relating the current findings to the literature on the connection between commitment and performance and on the strategic management literature that focuses on the proliferation of strategy and strategy as practice.