Hanne Kragh

Motives for e-marketplace Participation: Differences and Similarities between Buyers and Suppliers

The motivation of suppliers as well as buyers for e-marketplace participation is closely linked to the perceived outcome of participation, not only in terms of the benefits of joining an e-marketplace, but also in terms of the possible consequences of not joining. The key issue, therefore, is why organizations decide to buy and/or sell goods or services in e-marketplaces. We develop a theoretical framework for the categorization of motivational factors, resulting in four different types of motives. We then apply the framework to a dataset consisting of 41 case studies covering 20 industries in 12 countries. We conclude that buyers and suppliers have different motives for engaging in e-marketplace activities. Although e-marketplaces are a way of increasing the efficiency of supply chain activities, this is not necessarily done with the sole aim of exploiting suppliers: buyers also use e-marketplaces to find new or alternative suppliers. Similarly, even though demands from existing customers have spurred th...

Exploring boundary-spanning practices among creativity managers

Purpose – External inputs are critical for organisational creativity. In order to bridge different thought worlds and cross-organisational barriers, managers must initiate and motivate boundary spanning processes. The purpose of this paper is to explore how boundary spanners manage creativity projects across organisational boundaries. Design/methodology/approach – The authors link to previous literature and present findings from a comparative case study of managerial practices for managing creativity projects. Data were collected through interviews, secondary materials, site visits and observation. Findings – Three meta-practices used by managers to manage boundary-spanning creative projects are presented: defining the creative space, making space for creativity and acting in the creative space. These practices are detailed in seven case studies of creative projects. Research limitations/implications – The analysis focuses on boundary spanning as a management process rather than a capability for organisat...

Low-intensity conflict in multinational corporations

Purpose This paper aims to identify antecedents for, and consequences of, low-intensity inter-unit conflict in multinational corporations (MNCs). Inter-unit conflict in MNCs is an important and well-researched theme. However, while most studies have focused on open conflict acknowledged by both parties, much less research has dealt with low-intensity conflicts. Still, low-intensity conflicts can be highly damaging – not least because they are rarely resolved. Design/methodology/approach The authors used a qualitative approach to understanding low-intensity conflict relying on 170 interviews in four Danish MNCs. Findings They describe consequences of low-intensity conflict and identify three types of actions by headquarters’ representatives that could lead to the development of low-intensity conflicts, namely, ignoring, bypassing and educating. Originality/value Very few studies have dealt with low-intensity conflict – not least in international business research. The authors argue that the study of low-intensity conflict in MNCs can provide relevant, novel knowledge of MNC functioning.