The Role of Implementation Leadership in Driving Organizational Innovation – Revisiting a Classic

In this article, we discuss the importance of leadership when implementing innovations. A particular focus point is the seminal work by Everett Rogers on the spread and upkeep of new ideas. Furthermore, we examine current scientific works on implementation leadership in relation to initiating and maintaining health enhancing physical activity programs. Among other things, we point out how many people and groups are sympathetic towards new innovations if they meet a recognized need, contribute to relevant developments, make sense in concrete situations, and can be mastered individually and collectively. Implementation leaders need to ensure that premises such as these are met while taking into account that innovations are absorbed at different speeds and ways by different stakeholders. Rogers\u27 five adopter categories can be used by implementation leaders to develop effective change communication that is meaningful to differentiated groups. First-line leaders can, for instance, use their dense knowledge of the organization\u27s needs and circumstances to support staff and manage stakeholders during the implementation process. Delegating substantial implementation responsibility to early adopters can also prove beneficial in keeping the process on track

Fra Atlanta over Sydney til Olympia - en atletisk Tour de Force tilbage til oldtiden

Belysning af de Antikke Olympiske Lege som et forbillede for moderne idræt og sport. Artiklen begrænser sig tidsmæssigt til arkaisk og klassisk tid og fokuserer på legenes religiøse og politiske funktioner

Rejsen gennem ingenmandsland — eller kunsten at være (mellem)leder i forbindelse med organisatorisk transition1

I det, som er blevet kaldt Strukturreformens anden bølge, der ruller fra 2007, tages der for alvor livtag med den konkrete håndtering af reformens krav om bedre, billigere og mere gennemskuelig offentlig opgaveløsning (Pedersen 2004). Hvor hurtigt, hvor godt og hvordan denne proces kommer fra start afhænger meget af den måde offentligt ansatte og deres nærmeste ledere får afsluttet den 'gamle verden', skabt mening om den nye og udstukket veje for fremtiden. På den baggrund er artiklens fokus en bestemt relation, nemlig den mellem medarbejdere og de nærmeste ledere i en bestemt fase af en omfattende organisatorisk forandringsproces, nemlig transition. Med udgangspunkt i såvel forsknings- som mere populærvidenskabelig litteratur samt den mængde af udredningsmateriale mv., der udgives af eksempelvis Kommunernes Landsforening (KL), vil det blive belyst, hvordan netop denne relation i netop denne fase kan fremme eller hæmme Strukturreformens videre forløb

Danske og Internationale tendenser: Idræt og Sundhed

In the last decades there has been increasing recognition that physical inactivity represents a major health problem. Attention has been directed towards making the population more physical active in everyday life. Strategies have focused on individual, social and environmental determinants of health enhancing physical activity. This article argues that policies on physical activity, on top of addressing individual lifestyle factors, must include a strong focus on and plans for intervention in the social and built environments that influence the ability and interest in being physical active

Rejsen gennem ingenmandsland — eller kunsten at være (mellem)leder i forbindelse med organisatorisk transition1

I det, som er blevet kaldt Strukturreformens anden bølge, der ruller fra 2007, tages der for alvor livtag med den konkrete håndtering af reformens krav om bedre, billigere og mere gennemskuelig offentlig opgaveløsning (Pedersen 2004). Hvor hurtigt, hvor godt og hvordan denne proces kommer fra start afhænger meget af den måde offentligt ansatte og deres nærmeste ledere får afsluttet den 'gamle verden', skabt mening om den nye og udstukket veje for fremtiden. På den baggrund er artiklens fokus en bestemt relation, nemlig den mellem medarbejdere og de nærmeste ledere i en bestemt fase af en omfattende organisatorisk forandringsproces, nemlig transition. Med udgangspunkt i såvel forsknings- som mere populærvidenskabelig litteratur samt den mængde af udredningsmateriale mv., der udgives af eksempelvis Kommunernes Landsforening (KL), vil det blive belyst, hvordan netop denne relation i netop denne fase kan fremme eller hæmme Strukturreformens videre forløb

Den olympiske pengemaskine

Artikel om de moderne olympiske leges økonomi.The Olympic money machineOver a century after their start, the modern Olympic games constitute nothing less than the greatest regularly recurring global event. The modern Games are an event which attracts a great deal of attention and creates and consumes large quantities of resources, which also stem from public sources of finance and therefore from the ordinary tax-payer – in the first instance the citizens of the city in which the games are held. Over and above their role as a unique sporting event, the modern Games are the driving force in a comprehensive transnational concern, which from an analytical point of view is positioned at the intersection between the private market, the public sector and civilian society. Such a situation makes it relevant to shed light on the background against which the finances of the Olympic games as a business come into being and are distributed. This article considers the Olympic idea first and foremost as a sales object. This is simply because when the day arrives when the modern Games and their pregnant symbols – the Olympic logo, the Olympic flag, the Olympic motto, the Olympic hymn and the Olympic torch – no longer sell, many of the problems that currently grow out of and with the Olympic money machine will be a closed chapter. In this context sharp scrutiny is directed at the IOC, the organ which makes up the Olympic movement’s highest authority and which has a overriding influence on everything that takes place around the Olympic games enterprise. These two fixed points – the Olympic idea as a valuable marketing object and the IOC’s role as manager of that object by virtue of its position as leader of the Olympic movement and holder of the property rights to the modern Games – are grounded in a record of a series of events, which in 1998 and 1999 seriously shook the sustainability of the positive narrative about the Olympic games and of the Olympianism which was the philosophy of life superimposed on it. It is precisely the drawing power of that good narrative that makes it worthwhile for a multitude of companies of all sizes to pay large sums for the use of distinctiv

Danske og Internationale tendenser: Idræt og Sundhed

In the last decades there has been increasing recognition that physical inactivity represents a major health problem. Attention has been directed towards making the population more physical active in everyday life. Strategies have focused on individual, social and environmental determinants of health enhancing physical activity. This article argues that policies on physical activity, on top of addressing individual lifestyle factors, must include a strong focus on and plans for intervention in the social and built environments that influence the ability and interest in being physical active

Den olympiske pengemaskine

Artikel om de moderne olympiske leges økonomi.The Olympic money machineOver a century after their start, the modern Olympic games constitute nothing less than the greatest regularly recurring global event. The modern Games are an event which attracts a great deal of attention and creates and consumes large quantities of resources, which also stem from public sources of finance and therefore from the ordinary tax-payer – in the first instance the citizens of the city in which the games are held. Over and above their role as a unique sporting event, the modern Games are the driving force in a comprehensive transnational concern, which from an analytical point of view is positioned at the intersection between the private market, the public sector and civilian society. Such a situation makes it relevant to shed light on the background against which the finances of the Olympic games as a business come into being and are distributed. This article considers the Olympic idea first and foremost as a sales object. This is simply because when the day arrives when the modern Games and their pregnant symbols – the Olympic logo, the Olympic flag, the Olympic motto, the Olympic hymn and the Olympic torch – no longer sell, many of the problems that currently grow out of and with the Olympic money machine will be a closed chapter. In this context sharp scrutiny is directed at the IOC, the organ which makes up the Olympic movement’s highest authority and which has a overriding influence on everything that takes place around the Olympic games enterprise. These two fixed points – the Olympic idea as a valuable marketing object and the IOC’s role as manager of that object by virtue of its position as leader of the Olympic movement and holder of the property rights to the modern Games – are grounded in a record of a series of events, which in 1998 and 1999 seriously shook the sustainability of the positive narrative about the Olympic games and of the Olympianism which was the philosophy of life superimposed on it. It is precisely the drawing power of that good narrative that makes it worthwhile for a multitude of companies of all sizes to pay large sums for the use of distinctiv

Relational Fusion Networks: Graph Convolutional Networks for Road Networks

The application of machine learning techniques in the setting of road networks holds the potential to facilitate many important intelligent transportation applications. Graph Convolutional Networks (GCNs) are neural networks that are capable of leveraging the structure of a network. However, many implicit assumptions of GCNs do not apply to road networks. We introduce the Relational Fusion Network (RFN), a novel type of GCN designed specifically for road networks. In particular, we propose methods that outperform state-of-the-art GCNs by 21%-40% on two machine learning tasks in road networks. Furthermore, we show that state-of-the-art GCNs may fail to effectively leverage road network structure and may not generalize well to other road networks.Comment: IEEE Transactions on Intelligent Transportation Systems (2020). arXiv admin note: substantial text overlap with arXiv:1908.1156