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[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 02:01:58 +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 02:01:58 +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 02:01:58 +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 02:01:58 +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 02:01:58 +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 02:01:58 +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 02:01:58 +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 02:01:58 +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 02:01:58 +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 02:01:58 +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 02:01:58 +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 02:01:58 +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 02:01:58 +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 02:01:58 +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 02:01:58 +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 02:01:58 +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 02:01:58 +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 02:01:58 +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 02:01:58 +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 02:01:58 +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. Research Mon, 01 Jan 2018 02:01:58 +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 02:01:58 +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 02:01:58 +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 02:01:58 +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 02:01:58 +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 02:01:58 +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. Research Mon, 01 Jan 2018 02:01:58 +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 02:01:58 +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 02:01:58 +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 02:01:58 +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 02:01:58 +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. Research Fri, 17 Mar 2017 02:01:58 +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 02:01:58 +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 02:01:58 +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. Research Tue, 07 Nov 2017 02:01:58 +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. Research Tue, 20 Dec 2016 02:01:58 +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. Research Fri, 01 Jan 2016 02:01:58 +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. Research Sun, 01 Jan 2017 02:01:58 +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 02:01:58 +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 02:01:58 +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 02:01:58 +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 02:01:58 +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 02:01:58 +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 02:01:58 +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 02:01:58 +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 02:01:58 +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 02:01:58 +0100 91092812-0d3e-43ca-81ba-7d8eefb3e052 <![CDATA[The Organizational Safari: What Can We Learn About the Universal Problems of Organizing at GitHub]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=5344eb84-8586-411b-a6de-f195f10230c3&tx_pure_pure5%5BshowType%5D=pub&cHash=a3d7bf7a5a8913b1606c588918f16d76 Håkonsson, D. D., Puranam , P. ., Workiewicz, M., et al. Research Mon, 10 Aug 2015 02:01:58 +0200 5344eb84-8586-411b-a6de-f195f10230c3 <![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=a845a3cf-f16d-4110-b3a6-09dba9ca2bdb&tx_pure_pure5%5BshowType%5D=pub&cHash=1aec6e65acb82a24cea90e11e528e32b Frederiksen, A. Research Fri, 01 Jan 2016 02:01:59 +0100 a845a3cf-f16d-4110-b3a6-09dba9ca2bdb <![CDATA[Brugen af prøvehandlinger og mock ups i organiseringen af to akutafdelinger]]> https://mgmt.au.dk/icoa/research?tx_pure_pure5%5Baction%5D=single&tx_pure_pure5%5Bcontroller%5D=Publications&tx_pure_pure5%5Bid%5D=eaee92fd-739d-47ff-85a5-154734de0892&tx_pure_pure5%5BshowType%5D=pub&cHash=cf9f93af6143f955f15542c047730295 Pedersen, I. D. Commissioned Mon, 19 Jan 2015 02:01:59 +0100 eaee92fd-739d-47ff-85a5-154734de0892