Innovation and the self-reinforcing circle
An exploration of the dominant academic management discourse of innovation.
Authors: Beata Segercrantz Helsinki University, KE Sveiby Hanken School of Economics, Karin Berglund Stockholm university
Tango Conceptual Update
This paper is intended for those, who wish to understand more about the conceptual
foundations of the Celemi Tango™ simulation. It addresses some of the hard questions that
both new facilitators and customers may ask:
- Why do people and customers in Tango “behave” as they do?
- Does the simulation fit with reality?
- What is the empirical evidence for the way competitive advantage is simulated?
- Does it make business sense to treat people well?
Collective leadership with power symmetry: Lessons from Aboriginal prehistory
The inspiration for this article comes from a mystery: that of leadership in Australian forager bands. The first mystified person to go on record was the British captain of the marines, Watkin Tench, who, on February 1, 1789, came across a group of Aboriginal men walking on the beach.
Innovation and the Global Financial Crisis - Systemic Consequences of Incompetence
The financial innovation, securitization changed the context for all actors in the financial industry repeatedly to such a degree that even the highest regarded experts repeatedly made prediction
Unintended and Undesirable Consequences of Innovation
KE Sveiby, Pernilla Gripenberg, Beata Segercrantz Andreas Eriksson Alexander Aminoff (2009)
Although innovation is one of the most commonly mentioned concepts in social science unintended undesirable consequences of innovation are rarely studied. Why?
Managing Knowhow – 20 years later
A new type of company arrived on the stock market in the 1980s. They had no real assets and produced nothing tangible. What happened then? Tom Lloyd and I reflect on the 20 years since our 1987 book Managing Knowhow.
The First Leadership? Shared Leadership in Indigenous Hunter-Gatherer Bands
Was the leadership practiced in hunter-gathrer bands the first human leadership model?
Aboriginal Principles For Sustainable Development
The Australian Aborigines sustained their societies on their island continent into our days for at least 40,000 years, possibly as long as 60,000 years. This makes their society model both one of the earliest we know and their sustainability record possibly the longest that we have evidence of. In contrast, the Western exploitation or mining paradigm has brought Australian society to a perilous state in less than 200 years. Insights into how one of the Aboriginal peoples organised their societies to survive on a naturally fragile continent therefore has a value – also for societies today, because the Australian continent can be seen as a bellwether for the planet as a whole, which arguably is rapidly becoming more fragile. By deriving the governing principles behind the Australian Aboriginal gardening paradigm the paper aims to contribute to the reform stream in the sustainable development debate.
Case: KM in a Norwegian hospital
The nurses in a Norwegian private hospital in Oslo wanted to solve a problem: How can we reduce the fear of patients going in to surgery? The idea came up: Invite the old patients for coffee and cake together with the new patients and let them talk.
Disabling the Context for Knowledge Work – The Role of Managers’ Behaviours
Two main issues that prevent knowledge sharing are the attitudes of the nearest supervisor and a lack of context-building information: Apathetic managers, who do not actively encourage business/organisational information, and hypocritical managers, who do not ‘walk the talk’,