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  • 1. Collins, David
    et al.
    Butler, Nick
    Stockholm University, Faculty of Social Sciences, Stockholm Business School.
    Success and Failure in Professional Projects: The Nature, Contours and Limits of Consulting Professionalism2020In: British Journal of Management, ISSN 1045-3172, E-ISSN 1467-8551, Vol. 31, no 3, p. 457-469Article in journal (Refereed)
    Abstract [en]

    This paper offers an analysis of the professional project that was pursued by the Institute of Management Consultants (IMC) on behalf of its members. The paper builds on Sturdy's (2011) call to develop empirically grounded accounts of the ways and means of consulting. In addition, it responds to the analysis of the Association of Project Management (APM) developed by Hodgson, Paton and Muzio (2015), which invited further comparative study of professional projects. Drawing on archive data, this paper develops a comparative analysis that considers four key themes: (1) the professionalization strategies developed by the IMC and the APM; (2) jurisdictional issues and shifts in the fields of consulting and project management; (3) the structure of credentials developed for practitioners in both arenas; and (4) the attitudes and actions of key stakeholders shaping policy in the APM and the IMC. The paper examines the contrasting fortunes of the APM and the IMC, yet observes similarities in working practices across these apparently distinct settings. Reflecting on this comparison, the authors consider the nature, contours and limits of consulting professionalism and conclude with the suggestion that, within the analysis of professional projects, conventional conceptualizations of 'success' and 'failure' should be considered as 'impostors'.

  • 2. Fjellström, Daniella
    et al.
    Hilletofth, Per
    Fang, Tony
    Stockholm University, Faculty of Social Sciences, Stockholm Business School.
    Kumar, V.
    Kumar, Ajay
    Tan, Kim Hua
    Manufacturing Relocation Ambiguity Model: A Prerequisite for Knowledge Management2023In: British Journal of Management, ISSN 1045-3172, E-ISSN 1467-8551, Vol. 34, no 3, p. 1100-1116Article in journal (Refereed)
    Abstract [en]

    Knowledge management and manufacturing relocation have been treated as independent spheres. However, for a relocation to be fruitful, knowledge management needs to be incorporated. The purpose of this research is to shed light on the lack of knowledge management in dynamic manufacturing relocation. In particular, the research focuses on the ability to change, adapt and revert manufacturing relocation decisions, that is, the dynamic nature (or use) of the concept. A Swedish company was used as a case study. Nine in-depth interviews were conducted with key informants at the company's headquarters in Sweden and its factory in China to capture a dyadic perspective. The findings demonstrate that: (1) knowledge transfer is crucial to create/sustain competitive advantage in the offshoring and reshoring phase; (2) lack of knowledge transfer results in limited learning outcomes with operational and strategic consequences in the relocation; (3) resistance to knowledge transfer in the offshoring creates a knowledge gap that consequently leads to relocation ambiguity in the reshoring phase; and (4) companies need to develop knowledge management strategies to promote knowledge transfer and learn from their international relocation, to cope with relocation ambiguity. Our theoretical contribution introduces the knowledge ambiguity framework, which is a result of insufficient knowledge transfer in the dynamic manufacturing relocation. Even if an organization relocates efficiently, it can fail to take advantage of knowledge transfer and development as potential learning for the organization. 

  • 3.
    Maravelias, Christian
    Stockholm University, Faculty of Social Sciences, School of Business, Management & Organisation.
    Health Promotion and Flexibility – Extending and Obscuring Power in Organizations  2009In: British Journal of Management, ISSN 1045-3172, E-ISSN 1467-8551, Vol. 20, no 1, p. 194-203Article in journal (Refereed)
    Abstract [en]

    This paper explores the intersection between pursuits of improving organizational flexibility and pursuits of improving employees' health. It is argued that health promotion programmes have the potential of operating as mechanisms of power, which assist organizations in making up self-governing employees who flexibly adapt their lifestyles to the criteria of health and professional success. The paper shows how the fact that health promotion programmes are handled by independent and legitimate health experts, and are provided to employees in the name of their health and well-being, obscures the forces of power in them, making them seem merely as informed ways of helping employees help themselves towards healthier and more successful lives. The paper concludes that health promotion programmes help to establish a new work ethic that challenges the boundary between work and private life. Furthermore, they make a healthy lifestyle part of the competencies that employees are responsible for developing and nurturing.

  • 4.
    Schriber, Svante
    et al.
    Stockholm University, Faculty of Social Sciences, Stockholm Business School.
    King, David R.
    Bauer, Florian
    Retaliation Effectiveness and Acquisition Performance: The Influence of Managerial Decisions and Industry Context2022In: British Journal of Management, ISSN 1045-3172, E-ISSN 1467-8551, Vol. 33, no 2, p. 939-957Article in journal (Refereed)
    Abstract [en]

    Despite extensive interest in how acquisitions can increase firm competitiveness, research has given competitive retaliation to acquisitions limited attention. Consistent with process research on managerial decisions during acquisitions, we simultaneously consider the effects of retaliation and internal integration decisions on retaliation effectiveness and acquisition performance. From an international survey in Europe, we demonstrate how managerial integration decisions and the external environment influence retaliation effectiveness to acquisitions and their performance. Specifically, longer integration duration and an open merger and acquisition (M&A) strategy are associated with increased retaliation effectiveness. Meanwhile, a high level of industry M&A activity lowers it. We also confirm that increased retaliation effectiveness is associated with lower acquisition performance. These findings help balance an internal focus in acquisition research, and they clarify the performance implications of acquirer choices that may lead to competitive retaliation effectiveness, as predicted by competitive dynamics research. 

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