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Publications (9 of 9) Show all publications
Smith, E., Umans, T. & Thomasson, A. (2018). Stages of PPP and principal–agent conflicts: the Swedish water and sewerage sector. Public Performance & Management Review, 41(1), 100-129
Open this publication in new window or tab >>Stages of PPP and principal–agent conflicts: the Swedish water and sewerage sector
2018 (English)In: Public Performance & Management Review, ISSN 1530-9576, E-ISSN 1557-9271, Vol. 41, no 1, p. 100-129Article in journal (Refereed) Published
Place, publisher, year, edition, pages
Taylor & Francis, 2018
National Category
Economics and Business
Identifiers
urn:nbn:se:hj:diva-44806 (URN)10.1080/15309576.2017.1368399 (DOI)000418597800005 ()
Available from: 2017-08-24 Created: 2019-06-24Bibliographically approved
Umans, T., Smith, E., Andersson, W. & Planken, W. (2018). Top management teams’ shared leadership and ambidexterity: the role of management control systems. International Review of Administrative Sciences
Open this publication in new window or tab >>Top management teams’ shared leadership and ambidexterity: the role of management control systems
2018 (English)In: International Review of Administrative Sciences, ISSN 0020-8523, E-ISSN 1461-7226Article in journal (Refereed) Epub ahead of print
Abstract [en]

The study explores how top management teams’ shared leadership is related to organizational ambidexterity in public-sector organizations, theoretically and empirically considering how this relationship is contingent on the management control system. Using a sample of 85 Swedish municipal housing corporations, we find that shared leadership has a positive relationship with organizational ambidexterity in public-sector organizations. Moreover, increasing use of new public management control systems, based on combined reward and performance controls, positively moderates this relationship. The study also finds that traditional public management control systems, based on combined planning and administrative controls, do not moderate the relationship between top management teams’ shared leadership and organizational ambidexterity. Accordingly, this article contributes to the public and strategic management literature, as well as to managerial practice.

National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-44808 (URN)10.1177/0020852318783539 (DOI)
Funder
Torsten Söderbergs stiftelse, E5/14
Available from: 2018-08-29 Created: 2019-06-24Bibliographically approved
Collin, S.-O. Y., Umans, T., Broberg, P., Smith, E. & Tagesson, T. (2016). Producing academic theses: the Kristianstad model. In: Ekaterina Astahova (Ed.), Scientific works: (pp. 441-462). Kharkov, Ukraine: Peoples Ukrainian Academy University Press
Open this publication in new window or tab >>Producing academic theses: the Kristianstad model
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2016 (English)In: Scientific works / [ed] Ekaterina Astahova, Kharkov, Ukraine: Peoples Ukrainian Academy University Press , 2016, p. 441-462Chapter in book (Refereed)
Abstract [sv]

We present a model of supervising bachelor and master theses that we have developed at Kristianstad University in Sweden. It emphasizes 1.) engagement, in that the research engaged supervisor becomes engaged in both the subject of the thesis and the students writing it; 2.) the Humboldt principle, in that teachers and students collaborate for mutual benefit; 3.) the Socratic method, in that the supervisor drives students´ learning through posing questions. The model implies intense and frequent supervision, seminars with students as opponents and respondents, and finally, popular presentation, where the results are presented for an educated public. The examination of the theses have the double function of securing high standard examination and to develop the staff in their supervisory and examinatory skills. The direction of the supervisory team is mainly made through common norms, such as a thesis have to be driven by theory, methodological pragmatism implying that the problem, not the authors preferences, determine which analytical method to use and empirical orientation that theories needs to be tested or evaluated. The model described has shown good results, both in national evaluations and through number of scientific publications.

Place, publisher, year, edition, pages
Kharkov, Ukraine: Peoples Ukrainian Academy University Press, 2016
National Category
Educational Sciences
Identifiers
urn:nbn:se:hj:diva-45011 (URN)
Available from: 2019-06-25 Created: 2019-06-25 Last updated: 2019-06-25Bibliographically approved
Umans, T., Andersson, W., Planken, W., Genell, K. & Smith, E. (2016). Top management team’s shared leadership, organizational control systems and organizational ambidexterity: study of Swedish municipal corporations. In: : . Paper presented at VII EIASM Workshop on Top Management Teams and Business Strategy, Groningen, Netherlands, 7-8 April, 2016.
Open this publication in new window or tab >>Top management team’s shared leadership, organizational control systems and organizational ambidexterity: study of Swedish municipal corporations
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2016 (English)Conference paper, Oral presentation with published abstract (Refereed)
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-45014 (URN)
Conference
VII EIASM Workshop on Top Management Teams and Business Strategy, Groningen, Netherlands, 7-8 April, 2016
Available from: 2016-04-10 Created: 2019-06-25Bibliographically approved
Umans, T., Broberg, P., Fjelkner, A. & Smith, E. (2015). Diversity and learning outcomes in student dyads during work integrated learning projects. In: : . Paper presented at VILÄR, Högskolan Kristianstad, 8-9 december, 2015.
Open this publication in new window or tab >>Diversity and learning outcomes in student dyads during work integrated learning projects
2015 (English)Conference paper, Oral presentation only (Refereed)
National Category
Educational Sciences
Identifiers
urn:nbn:se:hj:diva-45016 (URN)
Conference
VILÄR, Högskolan Kristianstad, 8-9 december, 2015
Available from: 2015-12-22 Created: 2019-06-25Bibliographically approved
Smith, E. & Umans, T. (2015). Organizational ambidexterity at the local government level: the effects of managerial focus. Public Management Review, 17(6), 812-833
Open this publication in new window or tab >>Organizational ambidexterity at the local government level: the effects of managerial focus
2015 (English)In: Public Management Review, ISSN 1471-9037, E-ISSN 1471-9045, Vol. 17, no 6, p. 812-833Article in journal (Refereed) Published
Abstract [en]

The aim of this article is to explore how managerial focus influences organizational ambidexterity in different organizational forms at the local government level. An entrepreneurial, leadership, or stakeholder managerial focus will each find reflection in the simultaneous pursuit of exploration and exploitation of resources, and the influence will differ with the organizational form, i.e. whether a local government administration (LGA), or a local government corporation (LGC). Hypotheses are tested on Swedish public organizations operating in the waste management and water and sewerage industries. The findings indicate that LGCs have higher levels of organizational ambidexterity, and that the determinants differ from those in LGAs.

Place, publisher, year, edition, pages
Taylor & Francis, 2015
Keywords
Local government organizations, organizational ambidexterity, managerial focus
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-45021 (URN)10.1080/14719037.2013.849292 (DOI)000352299700003 ()
Available from: 2013-11-04 Created: 2019-06-25 Last updated: 2019-06-25Bibliographically approved
Umans, T. & Smith, E. (2013). Isolated islands in the upper apex of organisations: in search of interaction between the board of directors and the top management team. Corporate Ownership & Control, 10(2), 80-90
Open this publication in new window or tab >>Isolated islands in the upper apex of organisations: in search of interaction between the board of directors and the top management team
2013 (English)In: Corporate Ownership & Control, ISSN 1727-9232, E-ISSN 1810-3057, Vol. 10, no 2, p. 80-90Article in journal (Refereed) Published
Abstract [en]

This paper reports on the interaction of compositional effects of boards of directors (BoD) and top management teams (TMTs) on firms' financial performance. Composition of both groups is investigated for cultural, age, tenure and gender diversity. We explore effects of demographic diversity in the two power groups on performance in interaction with each other by bringing in the similarityattraction paradigm to argue for the relationship. Study data are from consolidated financial statements in annual reports of listed Swedish corporations. Our findings suggest that while differences in gender, age and tenure diversities have no effect on firm performance, close alignment of cultural diversities of the BoD and TMT does have a positive effect of firm performance.

Place, publisher, year, edition, pages
Virtus InterPress, 2013
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-45029 (URN)10.22495/cocv10i2art6 (DOI)
Available from: 2012-03-09 Created: 2019-06-25Bibliographically approved
Collin, S.-O., Smith, E., Umans, T., Broberg, P. & Tagesson, T. (2013). Mechanisms of corporate governance going international: testing its performance effects in the Swedish economy, 2004. Baltic Journal of Management, 8(1), 79-101
Open this publication in new window or tab >>Mechanisms of corporate governance going international: testing its performance effects in the Swedish economy, 2004
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2013 (English)In: Baltic Journal of Management, ISSN 1746-5265, E-ISSN 1746-5273, Vol. 8, no 1, p. 79-101Article in journal (Refereed) Published
Abstract [en]

Purpose – The purpose of this paper is to investigate how internationalisation of corporate governance mechanisms influences firm performance.

Design/methodology/approach – The paper is based on the data collected from annual reports of the year 2004, from all 239 Swedish corporations listed on the Stockholm Stock Exchange, on which a quantitative analysis was performed.

Findings – The findings suggest that internationalisation of corporate governance does not have a straightforward influence on firm performance, which can be due to: the fact that mechanisms with governance functions have several functions, of which governance is but one; and the fact that governance mechanisms cannot be analyzed in isolation, since they are included in a coherent corporate governance strategy.

Originality/value – The paper is the first to investigate the corporate governance mechanisms' internationalisation issue.

Keywords
Sweden; National economy; Corporate governance; Internationalisation; Governance strategy
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-45032 (URN)10.1108/17465261311291678 2013 (DOI)000313543700006 ()
Available from: 2012-10-28 Created: 2019-06-25Bibliographically approved
Collin, S.-O., Smith, E., Umans, T., Broberg, P. & Tagesson, T. (2008). Mechanisms of corporate governance going international: outlining a theory of and an initial test of the performance effects. In: : . Paper presented at Annual Meeting of the Academy of Management.
Open this publication in new window or tab >>Mechanisms of corporate governance going international: outlining a theory of and an initial test of the performance effects
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2008 (English)Conference paper, Published paper (Refereed)
Abstract [en]

Globalisation includes international product markets and capital, but also involves internationalisation of corporate governance mechanisms. We propose that internationalisation of governance mechanisms is related to improved performance of the corporation. For example, listing at several stock markets implies pressure to improve information flow and stronger adherence to international standards, which will reduce possibility for slack. Recruiting top managers and board members from an international arena will, among other things, enlarge the market for managerial labour and the market for board members, presumably putting more pressure on present managers and board members, and increase the probability of finding an adequate new manager or new board members. An integrated EU would support the internationalisation of the mechanisms through reducing the transaction costs of Europeanization. An initial test on a sample of listed Swedish corporations indicates that the proposition could be rejected. Two main reasons can be found as an interpretation of the results 1.) that mechanisms with governance functions, such as capital structure and the board have several functions, and that the governance function is not always the most important one, and 2.) that governance mechanisms cannot be analysed in isolation, since they are included in a coherent corporate governance strategy.

Keywords
internationalisation, corporate governance, governance strategy
National Category
Business Administration
Identifiers
urn:nbn:se:hj:diva-45041 (URN)
Conference
Annual Meeting of the Academy of Management
Available from: 2019-06-25 Created: 2019-06-25 Last updated: 2019-06-25Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0002-9289-2047

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