Publications - Research https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Bcontroller%5D=Publications&cHash=df0605c7b2cae2861dfe91a7e62591e0 en-us PURE Extension typo3support@science.au.dk (Web Department) 30 <![CDATA[Hospital at home for elderly acute patients]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=56ec3d2a-439c-447a-aaed-dc6936230880&tx_pure_pure5%5BshowType%5D=pub&cHash=c19cafb7606dddd5169217251d4ebf78 Ladehoff Thomsen, A. M., Tayyari Dehbarez, N., Duvald, I. ., Kirkegaard, H., Obel, B., Nielsen, C. P. Introduction The increasing elderly population has led to a growing demand for healthcare services. A hospital at home treatment model offers an alternative to standard hospital admission, with the potential to reduce readmission and healthcare consumption while improving patients' quality of life. However, there is little evidence regarding hospital at home treatment in a Danish setting. This article describes the protocol for a randomised controlled trial (RCT) comparing standard hospital admission to hospital at home treatment. The main aim of the intervention is to reduce 30-day acute readmission after discharge and improve the quality of life of elderly acute patients. Methods and analysis A total of 849 elderly acute patients will be randomised in a 1:2 ratio to either the control or intervention group in the trial. The control group will receive standard hospital treatment in a hospital emergency department while the intervention group will receive treatment at home. The primary outcomes of the trial are the rate of 30-day acute readmission and quality of life, assessed using the European Quality of Life-5 Dimensions-5-Level instrument. Primary analyses are based on the intention-to-treat principle. Secondary outcomes are basic functional mobility, resource use in healthcare, primary and secondary healthcare cost, incremental cost-effectiveness ratio, and the mortality rate 3 months after discharge. Ethics and dissemination The RCT was approved by the Ethical Committee, Central Denmark Region (no. 1-10-72-67-20). Results will be presented at relevant national and international meetings and conferences and will be published in international peer-reviewed journals. Furthermore, we plan to communicate the results to relevant stakeholders in the Danish healthcare system.

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Research Wed, 01 May 2024 11:59:38 +0200 56ec3d2a-439c-447a-aaed-dc6936230880
<![CDATA[Expanding the organizational design space]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=3db39498-dcc7-4adf-a32d-27ef91eba988&tx_pure_pure5%5BshowType%5D=pub&cHash=f15e9a2083ced4ffc8569e1e98e92010 Burton, R. M., Obel, B., Håkonsson, D. D. AI robot bosses are becoming increasingly prevalent in organizations, and they expand the traditional organizational design space. Organizations can benefit from utilizing both robots and humans as bosses, as they can substitute for each other and work together as complements across different organizational structures. This expanded design space includes different kinds of AI robots and humans as bosses, rather than limiting robots to just being helpers. By considering the different capabilities and relationships of humans and robots, we argue that the organizational design space is expanded to achieve greater effectiveness and efficiency. However, the effectiveness of a robot boss depends on the organizational situation. Robots excel at managing organizational rules and processing large data sets for certain environments. AI robots also excel at predicting future patterns based on large sets of data, while humans are better suited for uncertain situations requiring judgement and creativity. We develop four types of AI robot bosses based on: explainability or how easy it is to understand and explain the decisions made, and supervised learning or how the robots learn and are trained over time in usage. These four types are then matched with leadership styles and organization forms. Organizational charts, or hierarchy charts, visually depict an organization’s structure, showcasing reporting relationships and chains of command. Employees’ names, titles, and job positions are typically represented in boxes or circles connected by lines, indicating their affiliations. However, traditional organization charts lack icons or representations of Artificial intelligent or AI robot bosses. This discrepancy prompts the question not of their inclusion, but of why they are omitted.

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Research Fri, 01 Mar 2024 11:59:38 +0100 3db39498-dcc7-4adf-a32d-27ef91eba988
<![CDATA[Effective Information Infrastructures for Collaborative Organizing]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=830a6c1e-3b2e-4808-94ea-d3d44adccbbe&tx_pure_pure5%5BshowType%5D=pub&cHash=a84c7c45863d43e3120db1efb7a3d7e9 Håkonsson, D. D., Larsen, E. R., Eskildsen, J. K. This study focuses on how collaborative organizing is achieved in a natural-resource commons, organized as an actor-oriented structure. In a framed field experiment, teams of Maasai livestock owners played a board game related to sustainable usage and preservation of a commons (in this case, grazing areas). We examine team decisions over time and draw inferences about the difference between two information infrastructures: one that enables learning about the ecosystem and one that enables shared situational awareness. We also examine the effectiveness of these information infrastructures in obtaining sustainable usage and preservation of a commons, finding that participants who are subjected to an information infrastructure that enables shared situational awareness are more effective than those subjected to an information infrastructure that only enables learning about the ecosystem. This, we argue, is because shared situational awareness enables members to address their interdependencies related to both task and knowledge interdependence. In other words, without shared situational awareness, they are less efficient at coordinating their actions, despite sharing collaborative values. Based on our findings, we argue that actor-oriented structures should be designed to include information infrastructures that specifically address members’ interdependencies.

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Research Sat, 01 Jul 2023 11:59:38 +0200 830a6c1e-3b2e-4808-94ea-d3d44adccbbe
<![CDATA[Designing a sustainable organization]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=64b03bdd-0958-426b-9709-67283ebbb64c&tx_pure_pure5%5BshowType%5D=pub&cHash=b529f6ea070cdef0076c5673e28f9ed5 Obel, B., Kallehave, P. Sustainability provides new opportunities where firms need to create a sustainable business model with the optimal fit between the rising demands of a sustainable economy and their business model, strategy, structure, incentives, human skills, IT systems, and all the other aspects of the organizational design of the firm. Sustainability creates an important driver for organizational design: the way organizations operate and the way they should be designed. New thinking is required for designing organizations focusing on: strategy, structure, processes, and human skills and values to create a sustainable organization for the future. Sustainability must penetrate all activities and all relations in the firm. Integrating such a perspective into production, communication, supply chain, marketing, as well as in strategy, structure, processes, resources, products, and customer relations takes appropriate incentives and understanding of what drives people to create impact and change the way they do things. It all comes down to: how can we create Incentives to stimulate Innovation through the Integration of sustainability in a way that creates the biggest Impact? In this point-of-view paper, we make three points: (1) Sustainability will be a major driver for business strategy now and in the future. (2) For a sustainable organization, the organization design has to follow fundamental design principles based on the four I’s: Incentives, Innovation, Integration, and Impact. (3) Within the frame of the four I’s, the design should be based on a contingency perspective.

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Research Mon, 01 Aug 2022 11:59:38 +0200 64b03bdd-0958-426b-9709-67283ebbb64c
<![CDATA[Teknologiens indflydelse på organisationsdesignet]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=4dc9c216-944e-4dea-b1c0-d4a767b3961a&tx_pure_pure5%5BshowType%5D=pub&cHash=3527e96308199f08f6a0b0979461f159 Sørensen, H. B. Research Wed, 01 Sep 2021 11:59:38 +0200 4dc9c216-944e-4dea-b1c0-d4a767b3961a <![CDATA[Organisational determinants and consequences of diagnostic discrepancy in two large patient groups in the emergency departments]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=3f729c60-f315-403d-903e-c2e48b59f61d&tx_pure_pure5%5BshowType%5D=pub&cHash=e9e2aea535c5324878913c5169636045 Tipsmark, L. S., Obel, B., Andersson, T., Søgaard, R. BACKGROUND: Diagnostic discrepancy (DD) is a common phenomenon in healthcare, but little is known about its organisational determinants and consequences. Thus, the aim of the study was to evaluate this among selected emergency department (ED) patients.

METHOD: We conducted an observational study including all consecutive ED patients (hip fracture or erysipelas) in the Danish healthcare sector admitted between 2008 and 2016. DD was defined as a discrepancy between discharge and admission diagnoses. Episode and department statistics were retrieved from Danish registers. We conducted a survey among all 21 Danish EDs to gather information about organisational determinants. To estimate the results while adjusting for episode- and department-level heterogeneity, we used mixed effect models of ED organisational determinants and 30-day readmission, 30-day mortality and episode costs (2018-DKK) of DDs.

RESULTS: DD was observed in 2308 (3.3%) of 69,928 hip fracture episodes and 3206 (8.5%) of 37,558 erysipelas episodes. The main organisational determinant of DD was senior physicians (nonspecific medical specialty) being employed at the ED (hip fracture: odds ratio (OR) 2.74, 95% confidence interval (CI) 2.15-3.51; erysipelas: OR 3.29, 95% CI 2.65-4.07). However, 24-h presence of senior physicians (nonspecific medical specialty) (hip fracture) and availability of external senior physicians (specific medical specialty) (both groups) were negatively associated with DD. DD was associated with increased 30-day readmission (hip fracture, mean 9.45% vs 13.76%, OR 1.46, 95% CI 1.28-1.66, p < 0.001) and episode costs (hip fracture, 61,681 DKK vs 109,860 DKK, log cost 0.58, 95% CI 0.53-0.63, p < 0.001; erysipelas, mean 20,818 DKK vs 56,329 DKK, log cost 0.97, 95% CI 0.92-1.02, p < 0.001) compared with episodes without DD.

CONCLUSION: DD was found to have a negative impact on two out of three study outcomes, and particular organisational characteristics seem to be associated with DD. Yet, the complexity of organisations and settings warrant further studies into these associations.

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Research Mon, 01 Nov 2021 11:59:38 +0100 3f729c60-f315-403d-903e-c2e48b59f61d
<![CDATA[Using action research and organization design to plan in-home hospital treatment]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=c78610d5-0120-4b34-82ad-204639a82034&tx_pure_pure5%5BshowType%5D=pub&cHash=64e3bb34e8e6ed704d34dd1881141e46 Duvald, I. Research Mon, 01 Nov 2021 11:59:38 +0100 c78610d5-0120-4b34-82ad-204639a82034 <![CDATA[Når metoder spiller hinanden gode]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=2fd369f4-7c1f-4db5-83f2-c6a8f2348034&tx_pure_pure5%5BshowType%5D=pub&cHash=192b7a8dbd2a5252679f17513684ed83 Duvald, I. Research Mon, 01 Nov 2021 11:59:38 +0100 2fd369f4-7c1f-4db5-83f2-c6a8f2348034 <![CDATA[Temaredaktørens forord: Organisationsdesign - et studie af informationsstrømme og omgivelser]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=7de71724-63c5-449b-b057-cf25f31ef78e&tx_pure_pure5%5BshowType%5D=pub&cHash=f13f6ca4cb5dab255196ce7db925c6b9 Håkonsson, D. D. Research Wed, 01 Sep 2021 11:59:38 +0200 7de71724-63c5-449b-b057-cf25f31ef78e <![CDATA[Ude af øje, ude af sind]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=4ed827b4-1d5a-4e85-a245-82005f33e457&tx_pure_pure5%5BshowType%5D=pub&cHash=65cab8e4fb3c49dba4b89b56f997c994 Håkonsson, D. D., Larsen, E. R. Research Wed, 01 Sep 2021 11:59:38 +0200 4ed827b4-1d5a-4e85-a245-82005f33e457 <![CDATA[Organisationsdesigns betydning for kvaliteten af patientbehandling]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=8b691646-5850-4dd4-ad9e-1a0a5d57d2fe&tx_pure_pure5%5BshowType%5D=pub&cHash=3048a06a2e4e565cefba2ac714617bf8 Duvald, I., Konzag, H., Obel, B. Research Fri, 01 Jan 2021 11:59:38 +0100 8b691646-5850-4dd4-ad9e-1a0a5d57d2fe <![CDATA[Omstillingsparadokset:]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=75853ee9-029e-424a-bc6a-28d141dad94e&tx_pure_pure5%5BshowType%5D=pub&cHash=4ffc21447e60a267f205ff756e7c64ce Jensen, J. D., Elbæk, C. T., Anand, R. Research Fri, 01 Jan 2021 11:59:38 +0100 75853ee9-029e-424a-bc6a-28d141dad94e <![CDATA[Organizational Design]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=81958ba1-aa10-4ddb-8b59-1d9ece3c57e1&tx_pure_pure5%5BshowType%5D=pub&cHash=bc1ffce324a8083fa45840b1566aea10 Burton, R., Obel, B., Håkonsson, D. D. Research Wed, 01 Jul 2020 11:59:38 +0200 81958ba1-aa10-4ddb-8b59-1d9ece3c57e1 <![CDATA[Ant colonies]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=e815b87f-6376-4b3a-a6c2-7676647ceb1b&tx_pure_pure5%5BshowType%5D=pub&cHash=588267d86f6ddaef814554d4f09eb14e Moffett, M., Garnier, S., Eisenhardt, K. ., et al. describe an array of human institutions. Here we take the term literally to consider the design of the most complex organizations
in the living world beside those of humans, a favorite of insect zoos around the world: ant colonies. We consider
individuality and group identity in the functioning of ant organizations; advantages of a flat organization without hierarchies
or leaders; self-organization; direct and indirect communication; job specialization; labor coordination; and the role of errors
in innovation. The likely value and limitations of comparing ant and human organizations are briefly examined.]]>
Research Mon, 01 Mar 2021 11:59:38 +0100 e815b87f-6376-4b3a-a6c2-7676647ceb1b
<![CDATA[Managing organizational redesign how organizations relate macro and micro design]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=ed2221cb-f212-4e0c-8872-cd36f47676aa&tx_pure_pure5%5BshowType%5D=pub&cHash=3bd96eef3a5cede39cc0fa9502261634 Livijn, M. Research Wed, 01 Jan 2020 11:59:38 +0100 ed2221cb-f212-4e0c-8872-cd36f47676aa <![CDATA[Smart Home]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=4ba36dd6-1db7-45ca-ba2c-35b001413d4f&tx_pure_pure5%5BshowType%5D=pub&cHash=784fbc5210576328a446398c75fe110b Kavin, L. D., Obel, B., Carugati, A., Hubert, M., Kallehave, P. Communication Tue, 01 Dec 2020 11:59:38 +0100 4ba36dd6-1db7-45ca-ba2c-35b001413d4f <![CDATA[Academic leadership]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=f194908c-6f6f-4aaf-8fd1-ffa51a79d197&tx_pure_pure5%5BshowType%5D=pub&cHash=8c839e8cbd94f09286ede7d9cbfbf21d Eskildsen, J. K., Obel, B. Research Fri, 01 Jan 2021 11:59:38 +0100 f194908c-6f6f-4aaf-8fd1-ffa51a79d197 <![CDATA[New trends in organization design]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=0a7d6ee9-a9d7-4e7b-b449-b0243cb188c8&tx_pure_pure5%5BshowType%5D=pub&cHash=84e11a28e5b81636b916e9a4e83d62fc Burton, R. M., Håkonsson, D. D., Larsen, E. R., Obel, B. Research Fri, 01 May 2020 11:59:38 +0200 0a7d6ee9-a9d7-4e7b-b449-b0243cb188c8 <![CDATA[Consumption Network Effects]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=76fdd624-ec50-41c8-a093-bbb1471ba658&tx_pure_pure5%5BshowType%5D=pub&cHash=e36e29dda5f71a4e83862ad8fad57542 De Giorgi, G., Frederiksen, A., Pistaferri, L. In this article we study consumption network effects. Does the consumption of our peers affect our own consumption? How large is such effect? What are the economic mechanisms behind it? We use administrative panel data on Danish households to construct a measure of consumption based on tax records on income and assets. We combine tax record data with matched employer-employee data to identify peer groups based on workplace, which gives us a much tighter and credible definition of networks than used in previous literature. We use the non-overlapping network structure of one's peers group, as well as firm-level shocks, to build valid instruments for peer consumption. We estimate non-negligible and statistically significant network effects, capable of generating sizable multiplier effect at the macro-level. We also investigate what mechanisms generate such effects, distinguishing between intertemporal and intratemporal consumption effects as well as a more traditional risk sharing view.

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Research Wed, 01 Jan 2020 11:59:38 +0100 76fdd624-ec50-41c8-a093-bbb1471ba658
<![CDATA[Exploring reasons for the weekend effect in a hospital emergency department]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=79a15283-f467-4fe2-b97a-5e9836c80920&tx_pure_pure5%5BshowType%5D=pub&cHash=41dace70fb6d44b7f231712b8866cd77 Duvald, I. Research Tue, 01 Jan 2019 11:59:38 +0100 79a15283-f467-4fe2-b97a-5e9836c80920 <![CDATA[Risk of death within 7 days of discharge from emergency departments with different organizational models]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=fb8ca255-53f5-40b6-acdf-73fd74d3bd8c&tx_pure_pure5%5BshowType%5D=pub&cHash=54236b1280b41dd4d87b7d83b9634caa Møllekær, A., Kirkegaard, H., Vest Hansen, B., et al.
Patients and methods: We included Danish ED discharges between 1 January 2011 and 24 December 2014 that led to death within 7 days of discharge. The inclusion criterion was age older than 18 years. The exclusion criterion was further in-hospital admission. First model (Virtual): other departments employ interns who perform ED tasks. They are responsible for ED patient care and prioritize their task order between their own department and the ED.

Second model (Hybrid): the ED/other departments perform tasks; interns/consultants are employed by the ED/other departments. The ED/other departments have patient care responsibility.

Third model (Independent): the ED performs all tasks; employs interns/consultants; and have patient care responsibility.

Sex, age, Charlson Comorbidity Index score, and primary diagnosis were used to describe patient characteristics. We calculated the risk of death within 7 days of discharge using multiple logistic regression analysis.

Results: In 805 out of 201 299 discharges included in the study, the patient died within 7 days. Compared with the Virtual model, the odds ratio for death within 7 days of discharge was 0.72 (95% confidence interval: 0.59–0.92) for the Independent model and 0.75 (95% confidence interval: 0.61–0.92) for the Hybrid+Virtual model. Increased risk was associated with male sex, older age, and a medium or a high Charlson Comorbidity Index score.

Conclusion: Compared with discharges from a Virtual model, the risk of death within 7 days of discharge was lower if the ED had an Independent or a Hybrid+Virtual model.]]>
Research Sat, 01 Feb 2020 11:59:38 +0100 fb8ca255-53f5-40b6-acdf-73fd74d3bd8c
<![CDATA[Remote Real-Time Ultrasound Supervision via Commercially Available and Low-Cost Tele-Ultrasound]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=608673a8-b4d2-4d0c-8284-f58e5edc5906&tx_pure_pure5%5BshowType%5D=pub&cHash=87f5b0b8ec847f774049e0069ab03999 Jensen, S. H., Duvald, I., Aagaard, R., et al. Minor emergency departments (ED) struggle to access sufficient expertise to supervise learners of lung and cardiac point-of-care ultrasound (POCUS). Using tele-ultrasound (tele-US) for remote supervision may remedy this situation. We aimed to evaluate the feasibility of real-time supervision via tele-US when applied to an everyday ED clinic. We conducted a mixed methods study that assessed practical feasibility, determined performance, and explored users' acceptability of supervision via tele-US. Technical performance was assessed quantitatively by the ratio in mean gray value between images on site and as received by the supervisor, and by after-compression frame rate. Qualitatively, 12 exploratory semi-structured interviews were conducted with exposed junior doctors and supervisors. Remote supervision via tele-US was performed with 10 junior doctors scanning 45 included patients. During performance assessment, neither alternating internet connection nor software significantly changed the mean gray value ratio. The lowest median frame rate of 4.6 (interquartile range [IQR]: 3.1-5.0) was found by using a 4G internet connection; the highest of 28.5 (IQR: 28.5-29.0) was found with alternative computer and local area network internet connection. In interviews, supervisors stressed the importance of preserving frame rate, and junior doctors emphasized a need for shared ultrasound terminology. In the qualitative analysis, setup mobility, accessibility, and time consumption were emphasized as being of key importance for future clinical implementations. Remote supervision via a commercially available and low-cost tele-US setup is operational for both junior doctors and supervisors when applied to lung and cardiac POCUS scans of hospitalized patients.

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Research Tue, 01 Oct 2019 11:59:38 +0200 608673a8-b4d2-4d0c-8284-f58e5edc5906
<![CDATA[The organization of Danish emergency departments]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=de62a657-6bcf-463b-8e32-b4af534b9151&tx_pure_pure5%5BshowType%5D=pub&cHash=f6dfbad255d161e2656bd32aaf3076a8 Moellekaer, A., Duvald, I., Obel, B., Madsen, B., Eskildsen, J., Kirkegaard, H. INTRODUCTION: Twenty-one new Danish emergency departments (EDs) were established following a 2007 policy reform that included ED autonomy to self-organize. The aim of this study was to describe the organization of the 21 departments and their organizational challenges.

PARTICIPANTS AND METHODS: We used a qualitative design based on COREQ guidelines. All 21 EDs participated, and 123 semi-structured interviews with hospital and ED leaders, physicians, nurses, and secretaries were performed between 2013 and 2015. We used the framework matrix method to investigate the ED goals, setting, structure, staff, task coordination, and incentive structure.

RESULTS: We identified three generic models (virtual, hybrid, and independent). All had goals of high quality of care and high efficiency. The virtual model was staffed by junior physicians and tasks were coordinated by other departments. The hybrid model was staffed by junior physicians and senior physicians according to other departments and the ED. The ED coordinated all activities. The independent model was staffed by junior physicians and senior physicians, and activities were coordinated by the ED. Of the EDs, 19 utilized different organizational models at different times during a 24-h period and on weekdays and weekends. The main challenge of the virtual and hybrid models was high dependency on other departments. The main challenge of the independent model was establishing a high level of quality of emergency medicine.

DISCUSSION AND CONCLUSION: We identified three organizational ED models (virtual, hybrid, and independent). Nineteen EDs used more than one organizational model depending on the time of day or day of the week.

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Research Thu, 28 Jun 2018 11:59:38 +0200 de62a657-6bcf-463b-8e32-b4af534b9151
<![CDATA[Forming a Collaborative Community]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=956f9e40-f85c-4d48-a9c7-24195fab0eaa&tx_pure_pure5%5BshowType%5D=pub&cHash=65b2f69f2a4f82a0b9841274fdd86b7c Obel, B., Håkonsson, D. D., Snow, C., Bach, L. A collaborative community is an organizational form that is increasingly being used in knowledge-intensive industries to accelerate innovation via collaboration. This study examines key design issues faced by a bilateral broker collaborative community at the point of its formation: (1) whether a critical mass of members is required for community survival, (2) the nature of the match between member skills and community challenges, and (3) how the mix of member skills needs to be adjusted over time to sustain community growth. Findings from our agent-based simulation study indicate that, contrary to suggestions in the literature, a critical mass of members is not necessary for a bilateral broker community to survive early on. The literature also suggests that there should be a match between the skill levels of community members and the skill requirements of the challenges that the community must solve in order for it to grow. We find that a match between skill levels and challenge requirements is necessary but not sufficient: the skill levels of community members must significantly exceed the skill requirements of the challenges. Lastly, we find that the appropriate amount of heterogeneity in member skills is contingent on several factors associated with how the community adapts over time. Implications of these findings for the theory and practice of organization design are discussed.

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Research Mon, 01 Jan 2018 11:59:38 +0100 956f9e40-f85c-4d48-a9c7-24195fab0eaa
<![CDATA[The intellectual structure of research in ISO 9000 standard series (1987–2015): a Bibliometric analysis]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=ac0a7380-f925-4cbe-8fc9-2539805ef933&tx_pure_pure5%5BshowType%5D=pub&cHash=848c564d5f34f69a15b8c53edbd3c306 Hussain, T., Eskildsen, J. K., Edgeman, R. Since its inception in 1987, the ISO 9000 standards series has received remarkable appreciation as a quality management system as well as a prolific field of research. The substantial amount of ISO standards scholarly research has contributed over the years to the accumulation of sound scientific knowledge. This article aims to develop a better view of ISO 9000 standards, as a field of research, by investigating the intellectual structures of summative knowledge, underlying dynamics, temporal progression, current development, and future evolution of research dimension. The Elsevier Scopus Bibliometric database searched for journal articles largely focused on ISO 9000 series, published during 1987–2015 period. The synchronised use of Bibliographic Coupling Technique and Factor Analysis yields eight prominent research streams. The study suggests that within the domain of ISO 9000 standards, some issues have been more frequently researched, such as organisational motives behind seeking ISO 9000 certification, perceived operational, marketing, business outcomes, and cultural transformation essential for successful adaption of ISO 9000 standards. Secondly, research is still inconclusive about some other well-researched issues: comprehended performance outcomes, challenges in acquiring, registering, and maintaining certification, lessons learned, and effectiveness of certification, internal and external challenges, and the trade-off between cost and benefits.

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Research Sat, 01 Aug 2020 11:59:38 +0200 ac0a7380-f925-4cbe-8fc9-2539805ef933
<![CDATA[Adverse events and registration practice in an emergency department]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=d9a0d8c6-0ee3-4afa-a23a-cbd8c7908187&tx_pure_pure5%5BshowType%5D=pub&cHash=62a2f6dec38fa4e17fa804e9662001a8 Pedersen, I. D. Research Sun, 24 Sep 2017 11:59:38 +0200 d9a0d8c6-0ee3-4afa-a23a-cbd8c7908187 <![CDATA[Challenges in the collaboration with other departments, weekdays and weekends]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=3fdc507b-d455-4066-b73d-f5bb738f9ed8&tx_pure_pure5%5BshowType%5D=pub&cHash=111f5e01076b9583fd52a27ae48bcddf Pedersen, I. D. Research Sun, 24 Sep 2017 11:59:38 +0200 3fdc507b-d455-4066-b73d-f5bb738f9ed8 <![CDATA[Solving shortage with a temporary ‘emergency’ physician – challenges and advantages]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=dff1a726-32ec-4099-9416-33640d3fe69a&tx_pure_pure5%5BshowType%5D=pub&cHash=3a3cc431166561b1d5f1ac95a93feca3 Pedersen, I. D. Research Sun, 24 Sep 2017 11:59:38 +0200 dff1a726-32ec-4099-9416-33640d3fe69a <![CDATA[Virtuous Cycles]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=a0cad786-f89d-438b-99ec-6753f3815f91&tx_pure_pure5%5BshowType%5D=pub&cHash=f72435f8a44dcac073dfe5cd47aba8d0 Edgeman, R., Hammond, S., Keller, C., McGraw, J. We live in a changed world. In times past many resources could be found in abundance: intellectual, financial, social and natural capital domains alike. Population growth was generally slow and total human population was well below the carrying capacity of the planet. In such times, enterprise consideration for social and environmental performance was generally quite low and the upper boundaries of those considerations were generally by legal or other external means, rather by an internal conscience. Times have changed, with positive and negative elements of change. Many of the social, environmental, and enterprise challenges that enterprises and we as individuals are confronted by are far too large, with consequences far too extreme to be approached without help. Rapid, highly-innovative, and highly-productive collaboration is needed. A key pre-condition for such collaboration is trust, with higher trust levels leading to higher levels of cyclical virtuous or positive reciprocal behaviour. Explored are the relationships among trust, reciprocal behaviour, leadership, and collaboration with respect to innovation and enterprise excellence.

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Research Sat, 01 Aug 2020 11:59:38 +0200 a0cad786-f89d-438b-99ec-6753f3815f91
<![CDATA[The Science of Organizational Design: fit between structure and coordination]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=cb24444f-8c78-4746-9f4f-8426242f1970&tx_pure_pure5%5BshowType%5D=pub&cHash=5ca3fbc2c17fe8fefdadc0cf254205dc Burton, R. M., Obel, B. Organization design is a major factor determining an organization’s performance and how the people work together in these organizations. In the paper, we argue that designing organizations should be scientific-based and forward-looking. This raises challenges in designing organizations in contexts and situations that are new and have not been seen before. Experimentation of what is and what might be is the basis for exploring and examining what makes a good science for organizational design. Experimentation permits us to examine what might be for organization designs, which are not well understood or may not exist yet. Collaborative communities, new ventures, agile organizations, and temporary organizations are examples; experimentation permits us explore and examine what is and what might be and to examine the organizational design problem and perform experiments to understand the relationship between structure and coordination mechanisms of information, communications, decisions, trust, and incentives—the basis for the multi-contingency theory of organizational design. An organizational design must specify the fit between the structure of division of tasks in the organization with its coordination, or how to make these tasks work in concert. These tasks can be interdependent and uncertain. To design good organizations, we need empirical evidence about what is and exploration about what might be; we need a good theoretical basis for being able to generalize our knowledge. To illustrate our point, we examine two experiments on the classic M-form hypothesis—a computer simulation that examines coordination, organization structure, and interdependency and a laboratory experiment that examines the effect of incentives on opportunism and performance. Together, we find that the M-form is a robust organizational design, but with contingent conditions. Finally, we discuss how observation and experimentation together is the foundation for the development of scientific-based theory of organizational design.

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Research Mon, 01 Jan 2018 11:59:38 +0100 cb24444f-8c78-4746-9f4f-8426242f1970
<![CDATA[Building a Collaborative Community: An Agent Based Simulation Study]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=8a6796cc-4106-45b1-9197-3edb95cbcafe&tx_pure_pure5%5BshowType%5D=pub&cHash=ec8a35fcbe927cef3fd8df1572e7e363 Håkonsson, D. D., A. Bach, L., Snow, C., Obel, B. Research Sun, 01 Jan 2017 11:59:38 +0100 8a6796cc-4106-45b1-9197-3edb95cbcafe <![CDATA[In the middle of change]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=7bf5e44d-05d8-4bf6-be54-28768d28ccf7&tx_pure_pure5%5BshowType%5D=pub&cHash=9f5f3c7c4e4bce8361100dcb96f842f2 Holten, A., Hancock, G. R., Bøllingtoft, A. Research Sun, 01 Jan 2017 11:59:38 +0100 7bf5e44d-05d8-4bf6-be54-28768d28ccf7 <![CDATA[Implementing a performance management system - an exploratory study of middle managers’ change leadership behavior and their employees’ perception hereof]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=970f5c53-3f6f-484e-b8ef-db25f67caac6&tx_pure_pure5%5BshowType%5D=pub&cHash=8622b2577e9e6e3cd7a666ba9bfe84ad Bøllingtoft, A., Holten, A. Research Sun, 01 Jan 2017 11:59:38 +0100 970f5c53-3f6f-484e-b8ef-db25f67caac6 <![CDATA[The collaboration between the emergency department and the other departments at the hospital as a possible explanation of the weekend effect in an emergency department]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=ac76b8e6-b375-4e07-947f-d6b1d6f33883&tx_pure_pure5%5BshowType%5D=pub&cHash=5145f315513dade4cfbbbce29bec5295 Pedersen, I. D. Research Fri, 17 Mar 2017 11:59:38 +0100 ac76b8e6-b375-4e07-947f-d6b1d6f33883 <![CDATA[Adverse events in an emergency department weekdays and weekends]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=666f7bc3-5ed7-4650-b687-386ccf44a392&tx_pure_pure5%5BshowType%5D=pub&cHash=80a6abede4fe14d20e797dd12cbe1dff Pedersen, I. D., Graumann, O. Research Fri, 17 Mar 2017 11:59:38 +0100 666f7bc3-5ed7-4650-b687-386ccf44a392 <![CDATA[A within-country study of leadership perceptions and outcomes across native and immigrant employees]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=e113e41a-3618-4f03-9cf3-7faa02917fb1&tx_pure_pure5%5BshowType%5D=pub&cHash=2e59cdd2cf2f341010d3c45b717a937d Holten, A., Bøllingtoft, A., Carneiro, I. ., Borg, V. This study investigates the universality of transformational leadership with respect to employee perceptions and three outcomes: job satisfaction, self-rated health, and well-being. We do so among employees of different national and cultural backgrounds, yet within a shared national and sectorial setting. Our study has a repeated measures design based on survey data from 2,947 employees (2,836 natives Danes and 111 immigrants) in the Danish elder care sector. While we find no difference between native Danes and immigrants in their perception of transformational leadership, we find that transformational leadership is not a universal predictor of outcomes. Although transformational leadership predicts change in none of the outcomes for immigrants, it does predict change in job satisfaction and well-being for native Danes. Based on our findings, we suggest applying a combination of universalistic and contingency paradigms when leading composite employee groups.

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Research Mon, 01 Jan 2018 11:59:38 +0100 e113e41a-3618-4f03-9cf3-7faa02917fb1
<![CDATA[Lex Donaldson, Colleague]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=16495226-4f22-4a2f-854b-da4b1e8bff5c&tx_pure_pure5%5BshowType%5D=pub&cHash=b28c077869ba6b777d71537148051364 Obel, B., Snow, C. Research Sun, 01 Jan 2017 11:59:38 +0100 16495226-4f22-4a2f-854b-da4b1e8bff5c <![CDATA[GitHub: Exploring the Space Between Boss-Less and Hierarchical Forms of Organizing]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=965ae3ec-0e4c-40ba-984f-9247a55ec93f&tx_pure_pure5%5BshowType%5D=pub&cHash=9a264863e4921d2750593b8dba33face Burton, R. M., Håkonsson, D. D., Nickerson, J., Puranam, P., Workiewicz, M., Zenger, T. In this edition of the organizational zoo series, we take a closer look at an interesting organization design case—GitHub, a software company from California. Similar to Valve, the subject of the previous article in the series (Puranam and Håkonsson, J Organ Design 4: 2–4, 2015) GitHub is used to delegate the choice of projects and project allocation to its workers, fitting the recent trend in running organizations without bosses. The interesting fact about GitHub is that after years of praising its own unorthodox organizational structure, the company suddenly decided to abandon it for something much more traditional. We asked several renowned organization scientists to share their thoughts on this interesting case and discuss what we can learn from it.

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Research Tue, 07 Nov 2017 11:59:38 +0100 965ae3ec-0e4c-40ba-984f-9247a55ec93f
<![CDATA[Beyond Synchrony]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=9433caa2-c2bf-40f0-9f6a-970ac28ac751&tx_pure_pure5%5BshowType%5D=pub&cHash=0eed60a7c62d52fe5297f0d747b7472e Wallot, S., Mitkidis, P., McGraw, J. J., Roepstorff, A. A variety of joint action studies show that people tend to fall into synchronous behavior with others participating in the same task, and that such synchronization is beneficial, leading to greater rapport, satisfaction, and performance. It has been noted that many of these task environments require simple interactions that involve little planning of action coordination toward a shared goal. The present study utilized a complex joint construction task in which dyads were instructed to build model cars while their hand movements and heart rates were measured. Participants built these models under varying conditions, delimiting how freely they could divide labor during a build session. While hand movement synchrony was sensitive to the different tasks and outcomes, the heart rate measure did not show any effects of interpersonal synchrony. Results for hand movements show that the more participants were constrained by a particular building strategy, the greater their behavioral synchrony. Within the different conditions, the degree of synchrony was predictive of subjective satisfaction and objective product outcomes. However, in contrast to many previous findings, synchrony was negatively associated with superior products, and, depending on the constraints on the interaction, positively or negatively correlated with higher subjective satisfaction. These results show that the task context critically shapes the role of synchronization during joint action, and that in more complex tasks, not synchronization of behavior, but rather complementary types of behavior may be associated with superior task outcomes.

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Research Tue, 20 Dec 2016 11:59:38 +0100 9433caa2-c2bf-40f0-9f6a-970ac28ac751
<![CDATA[Subjective Performance Evaluations and Employee Careers]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=4d1da7ad-1178-4a01-a894-918d4c176342&tx_pure_pure5%5BshowType%5D=pub&cHash=dada4c1249813594497dd16fb7a107ff Frederiksen, A., Lange, F., Kriechel, B. Employees who work in complex environments are often evaluated by their supervisors. Data on these evaluations promise to be valuable for analyzing career dynamics and human resources practices. However, existing literature on subjective evaluations is based on data from individual firms. Furthermore, how supervisors evaluate workers and how firms use these evaluations might vary substantially with context, precisely because these evaluations are subjective. Thus, little is known regarding whether findings from single-firm studies generalize to broader settings. We examine personnel data from six large companies and establish how subjective performance ratings correlate with objective career outcomes. We find many similarities across firms in how these ratings correlate with base pay, bonuses, promotions, demotions, separations, quits, and dismissals and cautiously propose these as empirical regularities.

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Research Fri, 01 Jan 2016 11:59:38 +0100 4d1da7ad-1178-4a01-a894-918d4c176342
<![CDATA[Job satisfaction and employee turnover]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=3da01cda-e6c4-48ce-a8ca-2fd163083ba3&tx_pure_pure5%5BshowType%5D=pub&cHash=28dbf8d0d39a46e2b64c6d7918c9cf1e Frederiksen, A. In this article I study how companies can use their personnel data and information from job satisfaction surveys to predict employee quits. An important issue discussed at length in the article is how employers can ensure the anonymity of employees in surveys used for management and human resources (HR) analytics. I argue that a simple mechanism whereby the company delegates the implementation of job satisfaction surveys to an external consulting company can be optimal. In the subsequent empirical analysis, I use a unique combination of firm-level data (personnel records) and information from job satisfaction surveys to assess the benefits for companies using data in their decision-making. Moreover, I aim to show how companies can move from a descriptive to a predictive approach.

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Research Sun, 01 Jan 2017 11:59:38 +0100 3da01cda-e6c4-48ce-a8ca-2fd163083ba3
<![CDATA[Does the Dynamics of Fast Change Require New Organizational Forms?]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=cbd2e713-89e0-4469-804b-1676df6de2ba&tx_pure_pure5%5BshowType%5D=pub&cHash=ed59a4310f9beef82c5b7b70b09323a8 Burton , R., Galbraith , J., Håkonsson, D. D., Ulhøj, J. P., Volberda, H. . Research Mon, 01 Jan 2007 11:59:38 +0100 cbd2e713-89e0-4469-804b-1676df6de2ba <![CDATA[Dare We Ask More Questions About Employee Motivation]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=56fd53f9-30b2-4c69-8616-beb9a2bbc840&tx_pure_pure5%5BshowType%5D=pub&cHash=e39c8e7d8437dcd9c2258cba9dddd444 Jørgensen, F., Parm Ulhøi, J., Håkonsson, D. D., Jeppesen, H. J. Research Tue, 01 Jan 2008 11:59:38 +0100 56fd53f9-30b2-4c69-8616-beb9a2bbc840 <![CDATA[Specific Performance in Danish Contract Law]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=002f917e-18f7-4647-a80a-3799b899049a&tx_pure_pure5%5BshowType%5D=pub&cHash=6ddb0344976a33c84f66bae91bbf6fbb Henschel, R. F. Research Fri, 01 Jan 2016 11:59:38 +0100 002f917e-18f7-4647-a80a-3799b899049a <![CDATA[Oversigt over retsplejen]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=88c48fcc-4e76-4778-83fc-87cc9ffb167d&tx_pure_pure5%5BshowType%5D=pub&cHash=b9ace8b958c137450056c7038f7f5611 Henschel, R. F. Education Fri, 01 Jan 2016 11:59:38 +0100 88c48fcc-4e76-4778-83fc-87cc9ffb167d <![CDATA[Introduktion til retssystemet]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=1e84f338-b676-40a6-9fff-4aef657cd22b&tx_pure_pure5%5BshowType%5D=pub&cHash=8f456cc85f996ff92f63abc760f08a7a Henschel, R. F. Education Fri, 01 Jan 2016 11:59:38 +0100 1e84f338-b676-40a6-9fff-4aef657cd22b <![CDATA[EU-retten]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=e13969ea-7383-4fcc-99bc-63bb094266b5&tx_pure_pure5%5BshowType%5D=pub&cHash=dffacb70a98dacbd548f39b47e8b4ea0 Henschel, R. F. Education Fri, 01 Jan 2016 11:59:38 +0100 e13969ea-7383-4fcc-99bc-63bb094266b5 <![CDATA[International privatret]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=9c844543-dc03-4b60-a0b2-e4d64d2aae6e&tx_pure_pure5%5BshowType%5D=pub&cHash=2a24b50050aab46c2703cca9b06a7367 Henschel, R. F. Education Fri, 01 Jan 2016 11:59:38 +0100 9c844543-dc03-4b60-a0b2-e4d64d2aae6e <![CDATA[Forsikring]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=18d501ee-32a4-4132-9129-eb700cad5408&tx_pure_pure5%5BshowType%5D=pub&cHash=9f1c300720a6ed7d6bffbe62441f482c Henschel, R. F. Education Fri, 01 Jan 2016 11:59:38 +0100 18d501ee-32a4-4132-9129-eb700cad5408 <![CDATA[Internationale køb]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=91092812-0d3e-43ca-81ba-7d8eefb3e052&tx_pure_pure5%5BshowType%5D=pub&cHash=bda84002370728764f4073490cb4e037 Henschel, R. F. Education Fri, 01 Jan 2016 11:59:38 +0100 91092812-0d3e-43ca-81ba-7d8eefb3e052