Strategic choice of measures: A Swedish method for deciding on infrastructure investments

Since 2013 the study of strategic choice of measures has been a part of the process for the strategic and economic planning of the transport system in Sweden. The main objective in implementing a new planning process for infrastructure was to ensure safe and cost-efficient solutions which contribute to sustainable development and the fulfilment of the Swedish transport policy. The method for strategic choice of measures is focused on facilitating collaboration between the actors that have a responsibility in planning the transport system as well as enabling involvement of the general public and other actors. The methodology is divided into four phases. Initiate - Making the decision of starting a study, involving the closest concerned actors and deciding on the main aim of the study as well as the cost and time frame.Understand the situation - Defining the problems needs and deficiencies, setting a scope for the study, describing the current situation and the ‘zero option’ and agreeing on which goals the measures should reach. Test possible solutions - Identify possible measures with the help of the ‘four-step principle’ and within all modes of transport and assess the measures to see if they contribute to the goal of the study, is economically sound, does not lead to any negative consequences etc.Form a direction and recommend measures - Recommend measures or a combination of measures and hopefully reach an agreement between the actors. There are some adjustments to be made to the method, but there seems to be a consensus that the method for strategic choice of measures has led to a better understanding of the different actors’ points of views - both the problems and needs within the transport system but also the issues and limitations within their respective organisations. This is something that could benefit the Danish authorities, especially since they have separate authorities for road and railway

Is There a Dark Side of Big Data? - point, counterpoint

Haakonsson and Carroll see two sides to Big Data. In his executive experience, Haakansson finds big data slows the decision making process and the implementation of decisions as well. Executives tend to wait for more data just because it is there. Is there a solution? Haakonsson argues that leadership based upon experience and courage is needed. Carroll sees a different world where we have continually improved tools which can automate the analyses of big data and give us answers quickly. That is, big data is not a problem, but a solution for executives. But there is also a problem; what are the right questions to ask? Without hypotheses, the questions are endless. Leaders must utilize their experience, intuition and insights to ask the right questions – not all the possible questions which big data can address. Is there a synthesis? Big data by itself is not necessarily a good thing; but it can be if leaders have the courage to move on in a timely manner where they ask the right questions – not all the questions possible that big data can address

Is There a Dark Side of Big Data? - point, counterpoint

Haakonsson and Carroll see two sides to Big Data. In his executive experience, Haakansson finds big data slows the decision making process and the implementation of decisions as well. Executives tend to wait for more data just because it is there. Is there a solution? Haakonsson argues that leadership based upon experience and courage is needed. Carroll sees a different world where we have continually improved tools which can automate the analyses of big data and give us answers quickly. That is, big data is not a problem, but a solution for executives. But there is also a problem; what are the right questions to ask? Without hypotheses, the questions are endless. Leaders must utilize their experience, intuition and insights to ask the right questions – not all the possible questions which big data can address. Is there a synthesis? Big data by itself is not necessarily a good thing; but it can be if leaders have the courage to move on in a timely manner where they ask the right questions – not all the questions possible that big data can address

Is There a Dark Side of Big Data? - point, counterpoint

Haakonsson and Carroll see two sides to Big Data. In his executive experience, Haakansson finds big data slows the decision making process and the implementation of decisions as well. Executives tend to wait for more data just because it is there. Is there a solution? Haakonsson argues that leadership based upon experience and courage is needed. Carroll sees a different world where we have continually improved tools which can automate the analyses of big data and give us answers quickly. That is, big data is not a problem, but a solution for executives. But there is also a problem; what are the right questions to ask? Without hypotheses, the questions are endless. Leaders must utilize their experience, intuition and insights to ask the right questions – not all the possible questions which big data can address. Is there a synthesis? Big data by itself is not necessarily a good thing; but it can be if leaders have the courage to move on in a timely manner where they ask the right questions – not all the questions possible that big data can address

Is There a Dark Side of Big Data? - point, counterpoint

Haakonsson and Carroll see two sides to Big Data. In his executive experience, Haakansson finds big data slows the decision making process and the implementation of decisions as well. Executives tend to wait for more data just because it is there. Is there a solution? Haakonsson argues that leadership based upon experience and courage is needed. Carroll sees a different world where we have continually improved tools which can automate the analyses of big data and give us answers quickly. That is, big data is not a problem, but a solution for executives. But there is also a problem; what are the right questions to ask? Without hypotheses, the questions are endless. Leaders must utilize their experience, intuition and insights to ask the right questions – not all the possible questions which big data can address. Is there a synthesis? Big data by itself is not necessarily a good thing; but it can be if leaders have the courage to move on in a timely manner where they ask the right questions – not all the questions possible that big data can address

Den økonomiske betydning af at have balance mellem lederens kognitive orienteringer og virksomhedens strategi

Artiklen indeholder en empirisk undersøgelse, der for 135 SMV-virksomheders vedkommende undersøgte den økonomiske betydning af at have balance mellem lederens kognitive orienteringer og virksomhedens strategi. Argumentet er, at såfremt der ikke er match mellem lederens kognitive orientering og virksomhedens strategi, vil dette reducere virksomhedens indtjening. Undersøgelsen bekræfter denne sammenhæng. Ydermere viser undersøgelsens resultater, at ubalancer mellem lederens kognitive orientering og virksomhedens strategi har størst økonomiske konsekvenser i omgivelser karakteriseret ved stor omskiftelighed. I SMV-virksomheder, hvor lederen ofte har stor indflydelse på strategiske beslutninger, er forståelsen af hvordan ledelsesstilen påvirker strategiudførelsen relevant. At de økonomiske konsekvenser af ubalancer er størst i usikre omgivelser gør forståelsen yderlige relevant, idet mange SMV-virksomheder i disse år gennemlever en periode med store omvæltninger. Artiklen baserer sig på en del af forfatterens ph.d.-afhandling

Den økonomiske betydning af at have balance mellem lederens kognitive orienteringer og virksomhedens strategi

Artiklen indeholder en empirisk undersøgelse, der for 135 SMV-virksomheders vedkommende undersøgte den økonomiske betydning af at have balance mellem lederens kognitive orienteringer og virksomhedens strategi. Argumentet er, at såfremt der ikke er match mellem lederens kognitive orientering og virksomhedens strategi, vil dette reducere virksomhedens indtjening. Undersøgelsen bekræfter denne sammenhæng. Ydermere viser undersøgelsens resultater, at ubalancer mellem lederens kognitive orientering og virksomhedens strategi har størst økonomiske konsekvenser i omgivelser karakteriseret ved stor omskiftelighed. I SMV-virksomheder, hvor lederen ofte har stor indflydelse på strategiske beslutninger, er forståelsen af hvordan ledelsesstilen påvirker strategiudførelsen relevant. At de økonomiske konsekvenser af ubalancer er størst i usikre omgivelser gør forståelsen yderlige relevant, idet mange SMV-virksomheder i disse år gennemlever en periode med store omvæltninger. Artiklen baserer sig på en del af forfatterens ph.d.-afhandling

Ledelse af organisatorisk klima gennem medarbejderes følelser

I bestræbelse på at forstå hvordan og hvorfor et organisatorisk klima påvirker medarbejdernes informationsbehandling og dermed deres beslutningstagen, gives der i denne artikel en bedre forståelse af begrebet gruppefølelser. Ved at se på organisatorisk klima i relation til aff ektive begivenheder, der påvirker gruppefølelser, opnås en ny indsigt i, hvordan og hvorfor et givet klima påvirker medarbejdernes informationsbehandlingsadfærd. Via vores arbejde med forståelsen af gruppefølelser, hvordan de opstår og hvad de er, får vi samtidig en bedre forståelse af, hvordan disse kan ledes. Artiklen baserer sig på vores tidligere såvel som pågående arbejde med at belyse betydningen af gruppefølelser for informationsbehandling og beslutningstagen i organisationer