How to manage people who think. A structural approach.

This is a paper about creativity, diversity and other often used buzzwords. It is also a paper about how to manage people who think. Today we live in a world in which computers and mobile phones have become the key artifacts. Nokia´s slogan ”connecting people” expresses in a brilliant way what it is all about. When we connect people information is transfered and new knowledge hopefully created. And innovations, ideas and individuals are central for everything that takes place. We are all supposed to be flexible, exercising our knowledge in a setting characterized by diversity. This setting is also characterized by paradoxes that I will write more about further down. But transformations such as the globalization and implementing of new information technology race crucial questions about how to deal with a changing economic landscape and new mindsets and changing attitudes. The pages that follow is based on extensive reading of the literature and participating in many conferences and work-shops. In addition to this I have interviewed managers and employees at Electrolux, Ericsson, TeliaSonera and The Confederation of Swedish Enterprise. I have asked people in the above mentioned organizations how they react to concepts such as the knowledge society and the practice of managing knowledge, creativity, diversity and flexibility. This paper is written with a Scandinavian perspective. It is also written with a social constructionist perspective. The theoretical framework includes theories about knowledge management, structuration theory and cognitive theories. The findings are based on interpretative research and I have systematically reflected over the material I have collected. I direct myself towards people in business who think and worry about the future. The purpose is to inspire to further discussions about these very important matters.Knowledge management; structuration theory; knowledge society; globalization; creativity; diversity; flexibility.

Heterogeneity in learning processes and the evolution of dynamic managerial capabilities as a response of emergence of biosimilar market: evidence from the Indian pharmaceutical industry

This paper examines heterogeneity in the response of Indian firms to the emergence of a new segment in the pharmaceutical generics market – biosimilars. The necessary diversity of the knowledge base and regulatory requirements underlying biosmilar products have created significant technological capability and market access challenges for Indian firms. This is but the latest development which adds to an existing catalogue of challenges including the decline of the traditional generics markets, regulatory hurdles in advanced country markets and failures in managing new drug development. Using case studies of three Indian firms we show that dynamic managerial capability is a key driver of heterogeneity in learning processes involved in acquisition of technological capabilities for biosimilars and market access strategies. It further highlights the important role of pre-existing capabilities in enabling and constraining the development of new biosimilar capabilities

Culturally diverse teams and inter-organizational knowledge sharing behavior: The role of perceived morality and relationship orientation

This paper draws on social exchange and social capital theories to explore knowledge-sharing behavior with culturally diverse teams from business-to-business (B2B) partners. We use two experimental studies to examine the direct effects of cultural diversity between B2B partners and its indirect effects through perceived morality on their knowledge-sharing behavior, along with the moderating effect of B2B relationship orientation on the link between cultural diversity and their KSB. Using a behavioral measure of knowledge-sharing behavior, this paper extends the B2B relationships literature by highlighting the value that intercultural relationships bring to these relationships. In addition, the results provide managers with a range of strategies in managing culturally diverse teams, such as leveraging their B2B relationship orientation directed towards culturally diverse teams from partner firms to improve knowledge sharing with them

Membangun Kompetensi Pemimpin dalam Mengelola Organisasi Publik: Strategi dan Aplikasi

Public sector organizations. Competency means capable, capable. Manage competence means leadership skills in managing, managing from planning, coordinating, actualize and oversee public organizations. The competencies that must be owned by the leadership public is at least seven competencies, namely: competence self-manage, competence managing communication, competence of managing plurality, competence of managing ethics, competence managing teams, competing in managing cultural diversity, and competing in managing change. There are at least four strategies to be done: a public leader must think and act generalist, keep learning, put forward an integralistic, strategic way of thinking and oriented to problem solving and public leadership must be fully concentrative. Behavior that must be done public leadership in managing communication is as follows: first, "codification in message delivery Second, appropriate in the delivery of messages according to in-depth knowledge of background, level of education and position of apparatus government in both public and external organizations. Third, use and develop open communication system. Fourth, organize media information needed by employees and fifth, encouraging the emergence of feed back. Strategies that might be applied by the leadership of public organizations in managing pluralism is: the public leadership must be able to as coordinator and intregator of various organizational components so that it can move as a totality and not let the way thinking and acting are fragmented. Some of the steps a sector leader must have public in managing this ethics. public leaders must develop an open system, putting service as the main focus in the public sector, accountable, more responsive and assertive. Steps to be taken by public leaders in managing teams are minimal two things: keeping the cohesion between members one with another and as mediator. The strategy that leaders of public organizations must take in managing cultural diversity is as follows: cultural differences must be seen as a wealth which should be developed not as a threat. These positive values ​​will be made input in advancing the organization. On the other hand leaders of public organizations should be able to as integrator. The attitude that must be applied by the public leadership in managing this change is: public leaders must have a high adaptability attitude and public leadership must flexible

Cross-Country Ethical Dilemmas in Business: A Descriptive Framework

As businesses span the globe, multinational and translational companies conduct their business operations in foreign settings, especially in developing countries and in countries in transition from Communist regimes. This poses new challenges to expatriate managers and to home-based staff in charge of foreign affiliates. They are called on to determine the right versus the wrong, the good versus the bad over international business transactions, negotiations, advertisement and supply chain management taking place in foreign settings. As most of the time, businessmen lack a certain degree of cultural awareness and knowledge, managing ethical diversity over cross-country business transactions ends up to be a major challenge for business people. This paper’s aim is to provide an introductory sketch on the cross-country issues facing international business, through detailed description of their level of disclosure (Political, Corporate, Internal) diverse areas and connected situations. The pros and cons of the traditional paradigms used by business people in dealing with such circumstances (Universalism and Relativism) will be weighed. In addition examples of “irresponsible business practices” resulting from cultural misunderstandings, ignorance and lack of contextualization on the behalf of business people will be provided.Business ethics, Cross-country ethical dilemmas, Corporate Social responsibility, Diversity

The effectiveness of Design Thinking techniques to enhance undergraduate student learning

Students have access to an ever-increasing quantity and diversity of information, presented to them in multiple formats; the challenge for them is to identify and use this data effectively. Many undergraduate students experience difficulties in managing the knowledge that they gather, in recognising the quality and authenticity of this information, and in assessing the importance and priority of data. This therefore requires the development of strategies to support their learning

MEMBANGUN KOMPETENSI PEMIMPIN DALAM MENGELOLA ORGANISASI PUBLIK: STRATEGI DAN APLIKASI

public sector organizations. Competency means capable, capable. Manage competence means leadership skills in managing, managing from planning, coordinating, actualize and oversee public organizations. The competencies that must be owned by the leadership public is at least seven competencies, namely: competence self-manage, competence managing communication, competence of managing plurality, competence of managing ethics, competence managing teams, competing in managing cultural diversity, and competing in managing change. There are at least four strategies to be done: a public leader must think and act generalist, keep learning, put forward an integralistic, strategic way of thinking and oriented to problem solving and public leadership must be fully concentrative. Behavior that must be done public leadership in managing communication is as follows: first, "codification in message delivery Second, appropriate in the delivery of messages according to in-depth knowledge of background, level of education and position of apparatus government in both public and external organizations. Third, use and develop open communication system. Fourth, organize media information needed by employees and fifth, encouraging the emergence of feed back. Strategies that might be applied by the leadership of public organizations in managing pluralism is: the public leadership must be able to as coordinator and intregator of various organizational components so that it can move as a totality and not let the way thinking and acting are fragmented. Some of the steps a sector leader must have public in managing this ethics. public leaders must develop an open system, putting service as the main focus in the public sector, accountable, more responsive and assertive. Steps to be taken by public leaders in managing teams are minimal two things: keeping the cohesion between members one with another and as mediator. The strategy that leaders of public organizations must take in managing cultural diversity is as follows: cultural differences must be seen as a wealth which should be developed not as a threat. These positive values ​​will be made input in advancing the organization. On the other hand leaders of public organizations should be able to as integrator. The attitude that must be applied by the public leadership in managing this change is: public leaders must have a high adaptability attitude and public leadership must flexible