Reinhard Lund
Aalborg University
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Social Science Research Network | 1996
Reinhard Lund; Allan Næs Gjerding
This paper analyses the DISKO survey data on 1,900 firms within the Danish private business sector in terms of an index which classifies the surveyed firms according to smaller and higher degrees of flexibility. The classification reveals a number of important differences between more or less flexible firms. The more flexible firms tend to combine technical and organisational innovation to a larger extent than the less flexible firms and consequently are more inclined to employ new work organisation principles based on the delegation of authority, intrafirm horisontal and vertical integration, and the development of human resources. Similarly, the more flexible firms exhibit a larger inclination to extend their extraorganisational cooperative relationships. Finally, there is a strong positive correlation between increasing degrees of flexibility and increasing firm size, measured in terms of full-time employees. This paper was originally prepared for the International Conference on Changing workplace strategies: achieving better outcomes for enterprises, workers and society, organised by OECD in cooperation with Human Resource Development Canada at Chateau Laurier, Ottawa, 2-3 December 1996. We acknowledge the assistance of Birgitta Jacobsen, who made the data available.
Archive | 2004
Reinhard Lund
This chapter treats the management’s understanding of the potential of managing interaction between product innovation and learning. The chapter draws its empirical results from interviews with the management, project leaders, and other employees working on product innovations in five manufacturing firms visited three to four times during 2001–2002. It is shown that the managed interaction between innovation and learning is promoted by explicit strategic consideration and most strongly by a knowledge management strategy. Important positive and negative structural conditions are highlighted.
Archive | 2004
Reinhard Lund
This chapter extracts a broad range of learning situations in connection with product innovation. The data comprise interviews with the management and employees in five Danish manufacturing firms visited during 2000–2001. Among important learning situations and factors promoting learning have been found the firms’ contacts with customers, project leaders’ cross functional coordinating activities, and cooperation with suppliers and knowledge institutions. The restraints upon learning comprise inter alia strategic patterns, tight time planning, old routines and communication difficulties, changing of roles, ad hoc decisions on training and education and some times among employees lack of motivation. Some policy perspectives are outlined.
Some Danish Experiences Related to the Organization of New Product Development | 2002
Reinhard Lund
This chapter treats new product development in relation to management and organization. The data comprise new product development within four Danish manufacturing firms studied by interviewing the management, product leaders and other employees. The results show how integrated product development procedures have furthered a stronger market orientation. The stage-gate version of integration has fertilized knowledge across functions. The new procedures have made the understanding of cooperation across functions topical and have been followed up by more involvement of the employees. The changes have run into barriers which to a certain extent have been met by organizational changes.
Organization Studies | 1994
Reinhard Lund
Reinhard Lund Department of Business Studies, Aalborg University, Denmark For long periods during the last two decades many sectors and branches of economic life have suffered from decline, but business economics has told us little about the industrial firms affected. Instead, the few examples of growth industries in the Western world, such as electronics, have caught the attention of both researchers and politicians, and so too have the extreme cases of the social and economic effects of closures.
Organization Studies | 1989
Reinhard Lund
Production, Aalborg University, Denmark. Among competing organizational paradigms, those on self-production and self-organizing systems are among the newest, dating back to the late 1970s. The meta-concept self-organization implies a model according to which organizations can be seen as social systems characterized, for example, by relative autonomy and self-reference. In contrast to the contingency viewpoint, the environment is seen in a social constructionist way placing the organization member at the centre and opening up to allow choices based upon the member’s own experiences and the norms of the organization, as influenced by the history of the organization. The interest is focussed upon the interactions between the individual elements which determine why the system is doing what it does.
Organization Studies | 1987
Reinhard Lund
Reinhard Lund Institut for Production, Aalborg University Aalborg, Denmark The objective of this volume is to increase our understanding of the power phenomenon in firms managed according to principles of cooperation between the leadership and the employees. The structure of the presentation comprises a lengthy discussion of the concepts of cooperative management (Chap. 2) and power (Chaps. 3 and 4). In the last third of the book, the author treats his empirical investigation carried out in four firms, discusses his methods (Chapt. 5), and presents results (Chap. 6), followed by a discussion (Chap. 7), and a summary of his empirical work (Chap. 8). An appendix includes various scales and questions on power and leadership. In general the exposition is clear, and the book brings an excellent overview of many theories on leadership and power, but the empirical results are rather vague, and we shall reflect upon the choice of methods. In Chapter ?, scientific management and the human relations school is discussed and an appraisal is made of a number of writers on cooperative management. According to the
Organization Studies | 1984
Reinhard Lund
two opening chapters give an overview of the historical development since 1917, including the major principles which govern Soviet unionism. Most important is the principle of dual functions, i.e. the double task of raising productivity and guaranteeing workers’ legitimate rights. But in spite of this and other principles, the Soviet unions have had their ebb and flow as shown by the author. In addition to a chapter on the international activities of the Soviet unions four chapters are devoted to a vivid account of the union-managementparty relations at the plant level, the unions’ conflicting role of protecting the workers’ legal and social rights, the workers’ participation in Soviet management, and the unions’ social activities. It is concluded that changes can occur at the enterprise level not because of noble motives or ideals but by problem solving handled by real-life factory directors and union and party chairmen (p. 63). Genuine worker participation in factory administration is still missing (p. 98) and more worker activity depends inter alia upon solving the potential tension between shop officials and superior union officers (p. 15). Other tensions the Soviet unions have to manage are the unequal distribution of trade-union health and recreational facilities among enterprises in various industries, the creation of local legal norms different from central norms, and opposition from better educated local union officials in their relations with factory administrators. There are many good illustrations of the author’s viewpoints and also a presentation of a basic framework for analysing union-party and management relations, but still I hope even more rigorous analyses may be possible in the future so we are left with even fewer unanswered questions. There is no explicit discussion of the documentation, but the book is a shorter
Organization Studies | 1980
Reinhard Lund
Weber’s model of bureaucracy is followed by an exposition of management theory. The latter is familiar to students of organizations from March and Simon’s as well as Scott’s concise expositions where Taylor’s scientific management is succeeded by classical management theory, the neoclassical science of administration, and the beginnings of modern organization theory. The four remaining theoretical perspectives treated in the second volume are the human-relations school, decision theory, systems theory, with a special focus on Parsons and Luhmann, and contingency theory. If Kieser and Kubicek
Archive | 1998
Reinhard Lund
