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Achtenhagen, L., Ekberg, S. & Melander, A. (2017). Fostering growth through business development: Core activities and challenges for micro-firm entrepreneurs. Journal of Management and Organization, 23(2), 167-185
Open this publication in new window or tab >>Fostering growth through business development: Core activities and challenges for micro-firm entrepreneurs
2017 (English)In: Journal of Management and Organization, ISSN 1833-3672, E-ISSN 1839-3527, Vol. 23, no 2, p. 167-185Article in journal (Refereed) Published
Abstract [en]

As a concept stemming from practice, business development has received scarce academic attention. In this paper, we explore core business development activities of micro-firms and the challenges they perceive in conducting them. Based on interviews with 30 micro-firms, we identify three core business development activities that leverage the firm's resource base, complemented by three support activities that secure and organize the firm's resources. We find the business development activities to be tightly related to the three practices of leveraging, securing and organizing resources. We also identify three important contextual influences on business development in micro-firms: industry, age and if the firm is in an incubator. Our findings contribute to developing a conceptualization and theorization of business development for micro-firms, which is relevant as the vast majority of companies worldwide are micro-firms, but many never embark on a growth path. Based on our results, we outline practical implications, for example, how companies could overcome their perceived lack of time and an agenda for future research encouraging further studies comprising micro-firms with different qualities.

Place, publisher, year, edition, pages
Cambridge University Press, 2017
Keywords
growth, micro-firms, Penrose, resource practices, Sweden
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-35192 (URN)10.1017/jmo.2016.58 (DOI)000395506300002 ()2-s2.0-85013665842 (Scopus ID)
Available from: 2017-03-13 Created: 2017-03-13 Last updated: 2017-04-21Bibliographically approved
Melander, A., Löfving, M., Andersson, D., Elgh, F. & Thulin, M. (2016). Introducing the Hoshin Kanri strategic management system in manufacturing SMEs. Management Decision, 54(10), 2507-2523
Open this publication in new window or tab >>Introducing the Hoshin Kanri strategic management system in manufacturing SMEs
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2016 (English)In: Management Decision, ISSN 0025-1747, E-ISSN 1758-6070, Vol. 54, no 10, p. 2507-2523Article in journal (Refereed) Published
Abstract [en]

Purpose – The purpose of this paper is to explore the basic principles and introduction of the Hoshin Kanri (HK) strategic management system, as related to the management practices in manufacturing small- and medium-sized enterprises (SMEs).

Design/methodology/approach – This paper reports the findings from the introduction of HK to four manufacturing SMEs by following an assistance support-based research approach where teams of coaches and researchers observed and learned from the introduction phase. The overall design of the project is theory building and learning oriented.

Findings – It is suggested that the successful introduction of a strategic management system in manufacturing SMEs has to balance the inherent level of formalization therein, with the individual company’s management practices. Based on HK as the strategic management system, pDCA is proposed as an alternative approach to the introduction, matching differences in management practices.

Research limitations/implications – The explorative nature of this research provides room for subsequent studies by elaborating the knowledge on the introduction of strategic management systems in SMEs.

Practical implications – Awareness of the existing managerial practices is essential when introducing a new strategic management system in manufacturing SMEs. Such awareness is the starting point of customizing the introduction, so that proper levels of engagement and flexibility can be balanced with increasing systematic formalization, and optimized adequacy.

Originality/value – Following an assistance support-based research approach the result of this research project is summarized in the iterative pDCA model emphasizing engagement and flexibility when incrementally introducing strategic management systems in SMEs. This model addresses a hitherto under-researched topic in strategic management.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2016
Keywords
SME, Implementation, Strategic planning, Hoshin Kanri, Strategic management system, Strategic practices
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-34116 (URN)10.1108/MD-03-2016-0148 (DOI)000390762300008 ()2-s2.0-84994608621 (Scopus ID)
Available from: 2016-11-29 Created: 2016-11-29 Last updated: 2017-11-29Bibliographically approved
Löfving, M., Melander, A., Elgh, F., Andersson, D. & Thulin, M. (2016). Leadership characteristics and Hoshin Kanri in small and medium sized enterprises. In: : . Paper presented at 23rd EurOMA Conference.
Open this publication in new window or tab >>Leadership characteristics and Hoshin Kanri in small and medium sized enterprises
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2016 (English)Conference paper, Published paper (Refereed)
Abstract [en]

This paper aims at contribute to an understanding of how present leadership characteristics influence the implementation of HK in manufacturing SMEs. The research is based around two case companies where the ideas of HK was implemented in an action research project. The leadership characteristics associated with HK include characteristics such as supporting, coaching, challenging, involving top management and co-workers. The findings show that HK leadership characteristics have similarities with lean leadership and developmental leadership characteristics. The two cases have successfully began to implement HK and the CEO’s in both cases have a present leadership style resembling of developmental leadership.

National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-34139 (URN)
Conference
23rd EurOMA Conference
Funder
VINNOVA
Available from: 2016-12-01 Created: 2016-12-01 Last updated: 2016-12-01Bibliographically approved
Brunninge, O. & Melander, A. (2016). The dynamics of path dependence on the individual, organizational and the field levels: MoDo, the Kempe family and the Swedish pulp and paper industry 1873–1990. Management & Organizational History, 11(2), 189-210
Open this publication in new window or tab >>The dynamics of path dependence on the individual, organizational and the field levels: MoDo, the Kempe family and the Swedish pulp and paper industry 1873–1990
2016 (English)In: Management & Organizational History, ISSN 1744-9359, E-ISSN 1744-9367, Vol. 11, no 2, p. 189-210Article in journal (Refereed) Published
Abstract [en]

Path dependence is a promising and increasingly popular perspectivefor analysing long-term historical developments in firms, industriesor referring to other units of analysis. A central assumption is thatpaths can narrow down as a result of self-reinforcing processesthat eventually result in a lock-in that is difficult, if at all possible, toreverse. Typically, path dependence is investigated relating to onepath on a specific unit of analysis, e.g. an organization. The presentarticle explores how different paths on different levels of analysis caninfluence each other. Empirically, we use the long-term developmentof the Swedish pulp and paper company MoDo as the focal level ofanalysis. The organizational level paths are then related to paths onthe field level of the Swedish pulp and paper industry and to pathsrepresented by individual owner-managers’ ways of thinking. Weconceptualize the dynamic interplay between paths by elaboratingon processes of path-spreading, path-breaking, path-convergenceand path-divergence.

Place, publisher, year, edition, pages
Taylor & Francis, 2016
Keywords
path dependence, longitudinal case study, strategy, strategic change, renewal, pulp and paper industry, MoDo, family business
National Category
Business Administration Economic History
Identifiers
urn:nbn:se:hj:diva-29568 (URN)10.1080/17449359.2016.1150858 (DOI)000373128200007 ()
Available from: 2016-03-03 Created: 2016-03-03 Last updated: 2017-11-30Bibliographically approved
Brunninge, O. & Melander, A. (2015). Family firm longevity and resource management: Financial and social-emotional wealth rationalities. In: Charmine E. J. Härtel , Wilfred J. Zerbe , Neal M. Ashkanasy (Ed.), New ways of studying emotions in organizations: (pp. 173-213). Emerald Group Publishing Limited
Open this publication in new window or tab >>Family firm longevity and resource management: Financial and social-emotional wealth rationalities
2015 (English)In: New ways of studying emotions in organizations / [ed] Charmine E. J. Härtel , Wilfred J. Zerbe , Neal M. Ashkanasy, Emerald Group Publishing Limited, 2015, p. 173-213Chapter in book (Refereed)
Abstract [en]

In this chapter, we explore the impact of socioemotional and financial wealth on the resource management of family firms. We use MoDo, a Swedish pulp and paper firm, covering three generations of owner-managers from 1873 to 1991, to grasp the shifting emphases on socioemotional and financial wealth in the management of the company. Identifying four strategic issues of decisive importance for the development of MoDo, we analyze the organizational values that guided the management of these issues. We propose that financial and socioemotional wealth stand for two different rationalities that infuse organizational values. The MoDo case illustrates how these rationalities go hand in hand for extended periods of time, safeguarding both financial success and socioemotional endowments. However, in a situation where the rationalities are no longer in line with the development of the industry context, the conflict arising between the two rationalities may have fatal consequences for the firm in question.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2015
Series
Research on emotion in organizations, ISSN 1746-9791 ; 11
Keywords
Family business; resource management; socioemotional wealth; organizational rationalities; guiding values
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-28075 (URN)10.1108/S1746-979120150000011008 (DOI)978-1-78560-221-4 (ISBN)978-1-78560-220-7 (ISBN)
Available from: 2015-10-01 Created: 2015-10-01 Last updated: 2015-12-21Bibliographically approved
Löfving, M., Melander, A., Andersson, D., Elgh, F. & Thulin, M. (2015). Initiation of Hoshin Kanri in SMEs using a tentative process. In: : . Paper presented at 22nd International Annual EurOMA Conference EurOMA15, Neuchâtel, Switzerland, 26 Jun-1 Jul, 2015. International Annual EurOMA Conference
Open this publication in new window or tab >>Initiation of Hoshin Kanri in SMEs using a tentative process
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2015 (English)Conference paper, Published paper (Refereed)
Abstract [en]

Hoshin Kanri is a management method supporting strategic work. In spite of a number of Hoshin Kanri success stories in large organizations, little research attention are given to SMEs. This research encourages an increased focus on Hoshin Kanri in SMEs. In this paper a tentative process for the initiation of Hoshin Kanri in SMEs is outlined. We also identify factors influencing the initiation of Hoshin Kanri in SMEs based on findings from eight case studies. The result shows that the initiation of Hoshin Kanri varied in the case studies as the factors enable or hinder the initiation of Hoshin Kanri.

Place, publisher, year, edition, pages
International Annual EurOMA Conference, 2015
Keywords
Strategy deployment, policy deployment, small and medium-sized enterprises
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-28692 (URN)
Conference
22nd International Annual EurOMA Conference EurOMA15, Neuchâtel, Switzerland, 26 Jun-1 Jul, 2015
Projects
Organiserat strategiarbete för förnyelse – mindre och medelstora företag i fokus.
Funder
VINNOVA
Available from: 2015-12-21 Created: 2015-12-21 Last updated: 2018-09-12Bibliographically approved
Fridh, T., Jansson, M. & Melander, A. (2014). Att tända en supernova: så skapas framgångsrika evenemang. Stockholm: Liber
Open this publication in new window or tab >>Att tända en supernova: så skapas framgångsrika evenemang
2014 (Swedish)Book (Other (popular science, discussion, etc.))
Place, publisher, year, edition, pages
Stockholm: Liber, 2014. p. 156
Keywords
Evenemang planering, evenemangsmarknadsföring, marknadsföring
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-28289 (URN)9789147116379 (ISBN)
Available from: 2015-11-09 Created: 2015-11-09 Last updated: 2018-07-03Bibliographically approved
Melander, A., Johansson, P., Lennartsson, M., Elgh, F., Achtenhagen, L., Vimarlund, V., . . . Hellborg, G. (2014). Entreprenöriell produktframtagning för industriellt byggande. Växjö: Smart Housing Småland
Open this publication in new window or tab >>Entreprenöriell produktframtagning för industriellt byggande
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2014 (Swedish)Report (Other academic)
Place, publisher, year, edition, pages
Växjö: Smart Housing Småland, 2014. p. 19
Series
SHS - rapport ; 2014 - 009
Keywords
Industriellt byggande entreprenörskap produktframtagning
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-25323 (URN)
Funder
VINNOVA
Available from: 2014-12-16 Created: 2014-12-16 Last updated: 2018-09-04Bibliographically approved
Achtenhagen, L., Melander, A., Rosengren, A. & Standoft, A. (2014). High-growth firms and the use of formalised planning and control systems. International Journal of Management and Decision Making, 13(3), 266-285
Open this publication in new window or tab >>High-growth firms and the use of formalised planning and control systems
2014 (English)In: International Journal of Management and Decision Making, ISSN 1462-4621, E-ISSN 1741-5187, Vol. 13, no 3, p. 266-285Article in journal (Refereed) Published
Abstract [en]

Previous research has argued that with growing size firms increasingly rely on more formalised planning and control systems. This paper addresses what kind of systems high-growth companies use and perceive as most beneficial for their growth. A pilot study served to identify which planning and control systems medium-sized firms most commonly employ as well as how these are perceived in relation to business growth. Findings from the pilot study were translated into an e-mail survey administered to the entire population of medium-sized high-growth firms ('gazelles') in Sweden, generating a response rate of 35.2%. In the pilot study, three formalised planning and control systems were identified as most commonly used. A clear majority of the surveyed gazelles use one or several of these systems and perceive them as important for achieving continuous growth. However, the integration of these systems (strategic planning, management systems, and enterprise resource planning) was rather low. Overall, strategic planning was the system relied on the most, while management systems were used the least. The originality of this paper lies in the exploration of the use of different formalised planning and control systems and their perceived relation to high-growth.

Keywords
growth, gazelle, medium-sized firms
National Category
Economics and Business
Identifiers
urn:nbn:se:hj:diva-25162 (URN)10.1504/IJMDM.2014.063571 (DOI)
Available from: 2014-11-17 Created: 2014-11-17 Last updated: 2017-12-05Bibliographically approved
Löfving, M., Melander, A., Andersson, D., Elgh, F. & Thulin, M. (2014). Introducing the Hoshin Kanri approach in small and medium sized companies. In: : . Paper presented at The 6th Swedish Production Symposium, 16-18 September, 2014, Gothenburg, Sweden.
Open this publication in new window or tab >>Introducing the Hoshin Kanri approach in small and medium sized companies
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2014 (English)Conference paper, Oral presentation only (Other academic)
Abstract [en]

In order to grow, small and medium-sized enterprises (SMEs) have to balance the inherent flexibility of the small firm with formal work division and administrative routines. This balancing is apparent in SME’s approach to strategy work. In order to address this need of balancing in strategy work we in this paper introduce the Hoshin Kanri approach to the SME context. Based on an extensive literature review we identify the principles of Hoshin Kanri and develop an adapted approach to small and medium sized companies. Finally we report on the lessons learnt after initiating the adapted approach in four SMEs.

National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-24822 (URN)
Conference
The 6th Swedish Production Symposium, 16-18 September, 2014, Gothenburg, Sweden
Projects
Organiserat strategiarbete för förnyelse- mindre och medelstora företag i fokus
Funder
VINNOVA
Available from: 2014-10-03 Created: 2014-10-03 Last updated: 2018-09-05Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0002-6229-3414

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