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  • 1.
    Furusten, Staffan
    Stockholm University, Faculty of Social Sciences, Stockholm Centre for Organizational Research (SCORE). Stockholm School of Economics, Sweden.
    Commercialized professionalism on the field of management consulting2013In: Journal of Organizational Change Management, ISSN 0953-4814, E-ISSN 1758-7816, Vol. 26, no 2, p. 265-285Article in journal (Refereed)
    Abstract [en]

    Purpose – The purpose of this paper is to explore and construct a model for the mechanisms for authorization of actors in contemporary society performing in the role of the expert.

    Design/methodology/approach – The study used qualitative analyses of about 70 interviews with management consultants in small/middle-sized nationally based (in Sweden) consultancies, and with buyers in public organizations of their services. The data are, however, expected to represent more general tendencies of the mechanisms for authorization of experts such as management consultants. The interviews were seen as narratives from the field and interpreted qualitatively in order to search for patterns and categories.

    Findings – Systems for professionalism in practice among experts such as management consultants do not follow the routes suggested by traditional theories of professions. It is another system for professionalism where success in commercialisation means authorization in the role of the expert on the market. The mechanism for authorization is trust and the way to construct this is that the single expert and the organizations he or she represents emphasize versatility, availability, relevance and differentiation in their practice as experts.

    Research limitations/implications – There is a growth in numbers, competence areas and importance of these forms of expert work in contemporary society. Understanding this is necessary and this study offers a model that explains this.

    Practical implications – Markets for vague forms of experts, such as management consultants, are emerging. These are challenges faced by many individuals and organizations today.

    Social implications – More individuals work under consulting conditions, more organizations tend to hire more external experts of various kinds on temporary bases instead of employing them, and the number of expert organizations is emerging and their size is increasing.

    Originality/value – Little attention has been devoted to explanations of how authorization in practice is constructed and achieved among the new experts. This study offers a model for how this can be understood.

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  • 2.
    Grafström, Maria
    et al.
    Stockholm University, Faculty of Social Sciences, Stockholm Centre for Organizational Research (SCORE).
    Lid Falkman, Lena
    Everyday narratives: CEO rhetoric on Twitter2017In: Journal of Organizational Change Management, ISSN 0953-4814, E-ISSN 1758-7816, Vol. 30, no 3, p. 312-322Article in journal (Refereed)
    Abstract [en]

    Purpose

    This paper investigates the everyday CEO communication in social media, with particular focus on Twitter. The purpose is to contribute with insights on how expectations on corporate leaders to be present in social media are translated into everyday communication practice and thereby add to literature on narrative leadership.

    Design/methodology/approach

    A content analysis of the twitter feed of Håkan Nygren, the CEO of the Swedish digital bank Nordnet. In order to answer the question – what are the stories and the rhetoric of a CEO in the banking sector an ordinary day? – the data set covers the totality of tweets by Nygren from April, 10, 2013 to December, 31, 2015.

    Findings

    The everyday Twitter narrative of Nyberg challenges established ideas of social media about personalised tone and interactions by highlighting three characteristics: (a) limited scope of actors and content including the local Nordnet sphere; (b) a formal tone in the tweets mainly based on corporate information and presentation; and (c) few examples of dialogue and a limited number of voices outside of Nordnet. The dataset of Nyberg’s Twitter feed during a period without any major events or crises for Nordnet paints a picture of a rather non-personal CEO with limited ideas on his mind to share online and with few friends.

    Originality/value

    Studies on social media and corporate communication have largely focused on organisational crises. This study focuses on everyday narratives of managers and proves that the role of social media must be interpreted more broadly and as playing multiple roles, and that these roles are changing due to time and situation.

  • 3.
    Gustavsson, Bengt
    Stockholm University, Faculty of Social Sciences, Stockholm Business School.
    Towards a transcendent epistemology of organizations: new foundations for organizational change2001In: Journal of Organizational Change Management, ISSN 0953-4814, E-ISSN 1758-7816, Vol. 14, no 4, p. 352-378Article in journal (Refereed)
  • 4.
    Holmqvist, Mikael
    Stockholm University, Faculty of Social Sciences, Stockholm Business School.
    Learning in imaginary organizations: creating interorganizational knowledge1999In: Journal of Organizational Change Management, ISSN 0953-4814, E-ISSN 1758-7816, Vol. 12, no 5, p. 419-438Article in journal (Refereed)
    Abstract [en]

    Organizations are increasingly dependent on various forms of partnerships to developand to perform. These organizational partnerships may become potential learning arenas,broadening the learning capacities of the alliances involved. Thus far, the literature on learning inorganizations has chiefly been concerned with how traditional and integrated organizations learn.Consequently, a unit of analysis has not been developed to highlight how a collection of actors maylearn and create value. To address this issue, I will discuss how ``imaginary organizations'' canprovide an arena for actors to build knowledge on a joint basis. This type of partnership formsmetasystems that integrate various partner organizations in order to share resources, poolcompetencies, and gain flexibility. As an empirical illustration, learning processes within theimaginary organization of Scandinavian PC Systems (SPCS) are described.

  • 5.
    Maravelias, Christian
    Stockholm University, Faculty of Social Sciences, Stockholm Business School, Management & Organisation.
    Post-Bureaucracy - control through professional freedom2003In: Journal of Organizational Change Management, ISSN 0953-4814, E-ISSN 1758-7816, Vol. 16, no 5, p. 547-566Article in journal (Refereed)
  • 6.
    Ohlsson, Jon
    Stockholm University, Faculty of Social Sciences, Department of Education.
    Knowledge transfer as transformative dialogue: a pedagogical view on learning and meta-knowledge transfer in a leadership development program2023In: Journal of Organizational Change Management, ISSN 0953-4814, E-ISSN 1758-7816, Vol. 36, no 8, p. 117-128Article in journal (Refereed)
    Abstract [en]

    Purpose - The aim of this paper is to analyze the links between leaders' creation of knowledge in the setting of a leadership development program and the transfer of knowledge to their own organizations.

    Design/methodology/approach - This is a case study of a leadership development program conducted during 2020–2022. The program was focused on how to lead and manage learning and knowledge processes in organizations, and offered a mix of theoretical perspectives and practical collaborative sessions. Data were collected through interviews and the participants' written reflections on their learning experiences. Total number of interviews was 13.

    Findings - Overall the participants showed many examples of how they applied theories and practical tools that they had learned during the program in their own organizations. The participants experienced different types of challenges regarding knowledge transfer, but also potential meta-knowledge transfer through dialogue.

    Practical implications - Pedagogical organizing of leadership development point to a need for supplementary dialogue between the leader of the development program and both the participating leader and manager.

    Originality/value - This study shows that meta-knowledge transfer is not a simple matter of moving codified knowledge from the development program to new settings. Knowledge about others' knowledge requires and stimulates subject-to-subject relations between people through which new knowledge potential is created. These findings confirm and enhance previous studies that indicate the need for social support for soft-skill knowledge transfer.

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