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  • 1.
    Backström, Tomas
    et al.
    Mälardalens högskola.
    Moström Åberg, Marie
    Högskolan Dalarna.
    Köping Olsson, Bengt
    Mälardalens högskola.
    Wilhelmson, Lena
    Stockholms universitet, Samhällsvetenskapliga fakulteten, Institutionen för pedagogik och didaktik.
    Åteg, Mattias
    Högskolan Dalarna.
    Manager's task to support integrated autonomy at the workplace: results from an intervention2013Ingår i: International Journal of Business and Management, ISSN 1833-3850, E-ISSN 1833-8119, Vol. 8, nr 22, s. 20-31Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    A new managerial task arises in today’s working life: to provide conditions for and influence interaction betweenactors and thus to enable the emergence of organizing structure in tune with a changing environment. We call thisthe enabling managerial task. The goal of this paper is to study whether training first line managers in the enablingmanagerial task could lead to changes in the work for the subordinates. This paper presents results fromquestionnaires answered by the subordinates of the managers before and after the training.

    The training was organized as a learning network and consisted of eight workshops carried out over a period ofone year (September 2009–June 2010), where the managers met with each other and the researchers once a month.Each workshop consisted of three parts, during three and a half hours. The first hour was devoted to jointreflection on a task that had been undertaken since the last workshop; some results were presented from theemployee pre-assessments, followed by relevant theory and illuminating practices, finally the managers creatednew tasks for themselves to undertake during the following month.

    The subordinates’ answers show positive change in all of the seventeen scales used to assess it. The improvementsare significant in scales measuring the relationship between the manager and the employees, as well as in thosemeasuring interaction between employees. It is concluded that the result was a success for all managers that hadthe possibility of using the training in their management work.

  • 2.
    Döös, Marianne
    Stockholms universitet, Samhällsvetenskapliga fakulteten, Institutionen för pedagogik och didaktik.
    Together as one: shared leadership between managers2015Ingår i: International Journal of Business and Management, ISSN 1833-3850, E-ISSN 1833-8119, Vol. 10, nr 8, s. 46-58Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    The focus of the current paper is the formally shared leadership between managers. Position-sharing within pairsof managers demonstrates an alternative way of organising leadership within a managerial position. This paperaims to contribute knowledge about how to understand the phenomenon of formally shared leadership betweenmanagers, and to suggest concepts for its different forms. In the research literature, a range of different terms isused and it is difficult to see how or when this variation in labels is useful. Shared leadership between managersis here studied in relation to three perspectives: organisational structure, managers’ experiences, and tasks andresponsibilities. Future research has several questions left to answer in order to further understand the relativelywidespread but under-researched issue of shared leadership between managers.

  • 3.
    Hellgren, Bo
    et al.
    Linköpings universitet.
    Löwstedt, Jan
    Stockholms universitet, Samhällsvetenskapliga fakulteten, Företagsekonomiska institutionen.
    Werr, Andreas
    Handelshögskolan i Stockholm.
    The Reproduction of Efficiecy Theory: The Construction of the AstraZeneca Merger in the Public Discourse2011Ingår i: International Journal of Business and Management, ISSN 1833-3850, E-ISSN 1833-8119, Vol. 6, nr 5, s. 16-27Artikel i tidskrift (Refereegranskat)
    Abstract [en]

    Mergers have become a generally accepted solution to a broad set of managerial problems in practice. However, research on mergers and acquisitions provides a rather sceptical view as to the success of mergers in solving business problems. The current paper aims at investigating the public discourse on mergers and acquisitions and its relation to the scientific discourse. The public discourse is studied by an analysis of Swedish media reports on the Astra Zeneca merger. More specifically we study the actors given voice in the discourse, the temporal evolution of the discourse and the arguments voiced. We conclude that the discourse is dominated by journalists, managers and financial analysts who all generate arguments based on a rather narrow “efficiency theoretical” basis. This is in conflict with current insights in research on mergers and acquisitions that has proposed more valid and complex models for understanding mergers. The reasons and consequences of this discrepancy between the public and the scientific discourses are discussed.

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