Change search
Refine search result
123 1 - 50 of 123
CiteExportLink to result list
Permanent link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Rows per page
  • 5
  • 10
  • 20
  • 50
  • 100
  • 250
Sort
  • Standard (Relevance)
  • Author A-Ö
  • Author Ö-A
  • Title A-Ö
  • Title Ö-A
  • Publication type A-Ö
  • Publication type Ö-A
  • Issued (Oldest first)
  • Issued (Newest first)
  • Created (Oldest first)
  • Created (Newest first)
  • Last updated (Oldest first)
  • Last updated (Newest first)
  • Disputation date (earliest first)
  • Disputation date (latest first)
  • Standard (Relevance)
  • Author A-Ö
  • Author Ö-A
  • Title A-Ö
  • Title Ö-A
  • Publication type A-Ö
  • Publication type Ö-A
  • Issued (Oldest first)
  • Issued (Newest first)
  • Created (Oldest first)
  • Created (Newest first)
  • Last updated (Oldest first)
  • Last updated (Newest first)
  • Disputation date (earliest first)
  • Disputation date (latest first)
Select
The maximal number of hits you can export is 250. When you want to export more records please use the Create feeds function.
  • 1. Bürgi, P.
    et al.
    Roos, Johan
    Imagination Lab, Lausanne, Switzerland.
    Images of strategy2003In: European Management Journal, ISSN 0263-2373, E-ISSN 1873-5681, Vol. 21, no 1, p. 69-78Article in journal (Refereed)
    Abstract [en]

    Images underlying strategy tend to be simplistic, unimodal, visual abstractions. We suggest that multimodal imagery of strategy, which brings together verbal/narrative, visual/imagistic, and kinaesthetic/haptic nodes, can significantly enrich people's understanding of their organization and its strategy. © 2003 Elsevier Science Ltd. All rights reserved.

  • 2. Bürgi, P. T.
    et al.
    Jacobs, C. D.
    Roos, Johan
    Imagination Lab Foundation, Switzerland.
    From metaphor to practice in the crafting of strategy2005In: Journal of management inquiry, ISSN 1056-4926, E-ISSN 1552-6542, Vol. 14, no 1, p. 78-94Article in journal (Refereed)
    Abstract [en]

    This article explores how the link between the hand and the mind might be exploited in the making of strategy. Using Mintzberg's image of a potter undergoing iterative and recursive learning and knowledge-building processes as a point of departure, the authors develop a three-level theoretical schema, progressing from the physiological to the psychological to the social to trace the consequences of the hand-mind link. To illustrate their theoretical schema, the authors present an illustration case of managers from a large telecommunications firm experimenting with a process for strategy making in which they actively use their hands to construct representations of their organization and its environment. The authors conclude that new and potent forms of strategy making might be attained if the fundamental human experience of using one's hands is put in the service of all kinds of organizational learning. © 2005 Sage Publications.

  • 3. Bürgi, Peter
    et al.
    Roos, Johan
    Imagination Lab Foundation, Switzerland .
    Crafting Strategy at ChemTech2004In: Exploring Corporate Strategy: 7th edition / [ed] Johnson, G., and K. Scholes, Pearson , 2004Chapter in book (Other academic)
  • 4. Floyd, Steven W.
    et al.
    Roos, JohanJacobs, Claus D.Kellermanns, Franz W.
    Innovating strategy process2005Collection (editor) (Other academic)
  • 5. Fornell, C
    et al.
    Lorange, P
    Roos, Johan
    Norwegian School of Management.
    The cooperative venture formation process - A latent variable structural modeling approach1990In: Management science, ISSN 0025-1909, E-ISSN 1526-5501, Vol. 36, no 10, p. 1246-1255Article in journal (Refereed)
    Abstract [en]

    Management process issues for forming cooperative ventures with an increased likelihood of subsequent success are addressed. The cooperative venture formation is based on Roos (1989) and is conceptualized in terms of 3 theoretical constructs: 1. the extent of sufficient internal push for the project, 2. the breadth and depth of analytical scope, and 3. the strength of key stakeholder support. These constructs are related to subsequent perceived performance. Data from 67 firms in Norway and Sweden were collected and analyzed via latent variable structural modeling a partial least square (PLS). The main managerial implication is that the process by which a cooperative venture is formed should largely be seen as a step-by-step approach, not as a discrete decision. The research demonstrates that a theoretically complex and seemingly impenetrable phenomenon can be explained by reducing it to a simple model of theoretical constructs.

  • 6. Grey, F.
    et al.
    Roos, Johan
    Imagination Lab., Lausanne, Switzerland.
    Playing seriously with strategy2005In: Physics world, ISSN 0953-8585, Vol. 18, no 2, p. 18-19Article in journal (Other (popular science, discussion, etc.))
    Abstract [en]

    Physics uses imagination and play to disclose new truths about nature. Building on this premise, the Imagination Lab Foundation, a not-for-profit body based in Lausanne, was founded in 2000. The body investigates how organizations can develop new ways of discussing strategy through communication tools. To date, feedback from a wide range of participats indicates that the exercise is more relevant to the typical scientific researcher than other strategic tools favored by management experts.

  • 7.
    Hodges, Stephen
    et al.
    Hult International Business School, US.
    Roos, Johan
    Hult International Business School, US.
    Making Vision a Reality: Working to Push the Boundaries of Business Education2017In: BizEd, ISSN 2161-8380, Vol. 16, no 4, p. 58-59Article in journal (Other (popular science, discussion, etc.))
    Abstract [en]

    THE INK ON AACSB’S 2016 Collective Vision is barely dry, but business schools already are striving to become the institutions described in its pages: catalysts for innovation, co-creators of knowledge, hubs of lifelong learning, leaders on the development of leadership, and enablers of global prosperity. At Hult International Business School, we have launched a variety of programs that align with these five roles, but we are putting special emphasis on three.

  • 8. Huemer, Lars
    et al.
    Krogh, Georg von
    Roos, Johan
    Knowledge and the concept of trust1998In: Knowing in firms: understanding, managing and measuring knowledge / [ed] Georg von Krogh, Johan Roos, Dirk Kleine, London: Sage Publications, 1998, Vol. s. [123]-145, p. 123-145Chapter in book (Other academic)
  • 9. Krogh, G. V.
    et al.
    Roos, Johan
    Norwegian School of Management.
    Corporate divestiture and the phantom limb effect1994In: European Management Journal, ISSN 0263-2373, E-ISSN 1873-5681, Vol. 12, no 2, p. 171-178Article in journal (Refereed)
    Abstract [en]

    Although corporate restructuring is a much-researched area in management literature, divestitures have not been discussed from the perspective of their negative effect on knowledge transfer and corporate performance. Georg von Krogh and Johan Roos examine this phenomenon in relation to the competence configuration of the firm, and suggest means by which corporate management can overcome these potentially negative outcomes. © 1994.

  • 10. Krogh, Georg von
    et al.
    Roos, Johan
    Managing knowledge: perspectives on cooperation and competition1996Collection (editor) (Other academic)
  • 11. Krogh, Georg von
    et al.
    Roos, Johan
    Organizational epistemology1995Book (Other academic)
  • 12. Krogh, Georg von
    et al.
    Roos, Johan
    Samarbeidsstrategier: allianser og oppkjøp1993Book (Other academic)
  • 13. Krogh, Georg von
    et al.
    Roos, JohanKleine, Dirk
    Knowing in firms: understanding, managing and measuring knowledge1998Collection (editor) (Other academic)
  • 14. Lissack, M
    et al.
    Roos, Johan
    Imagination Lab Foundation, Lausanne, Switzerland.
    Be coherent, not visionary2001In: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 34, no 1, p. 53-70Article in journal (Refereed)
    Abstract [en]

    Many executives feel the need to articulate an ideal end-state for their organizations-often in the guise of a corporate vision. Striking the balance between novelty and believability of such an ideal end-state is often tricky, and empirical evidence shows that people are neither satisfied with the vision, nor the visioning process. This article argues that the very idea of having a corporate vision is of limited use in today's complex business landscapes. When you perceive your world as unstable and unpredictable what matters is being coherent rather than being visionary. Being coherent means acting in a manner that reinforces who you are, as an organization, given the current environment. It is such coherence that "makes sense" to us and to the others around us. The authors point out why executives need to replace visioning efforts with a focus on how to become and remain coherent throughout the organization. They also offer a few guiding principles on how to do this in practice. (C) 2001 Elsevier Science Ltd. All rights reserved.

  • 15. Lissack, Michael
    et al.
    Roos, Johan
    The next common sense: the e-manager's guide to mastering complexity2000 (ed. New and expanded ed.)Book (Other academic)
  • 16. Lorange, P
    et al.
    Roos, Johan
    Formation of cooperative ventures - competence mix of the management teams1990In: Management International Review, ISSN 0025-181X, Vol. 30, no Special issue, p. 69-86Article in journal (Refereed)
  • 17. Lorange, P.
    et al.
    Roos, Johan
    Norwegian School of Management.
    Tailor-made strategic processes to meet the firm's portfolio and financial pressures: An empirical study1992In: Scandinavian International Business Review, ISSN 0962-9262, Vol. 1, no 1, p. 20-38Article in journal (Refereed)
  • 18. Lorange, P.
    et al.
    Roos, Johan
    Norwegian School of Management.
    Brønn, P. S.
    Building successful strategic alliances1992In: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 25, no 6, p. 10-17Article in journal (Refereed)
    Abstract [en]

    In this paper we will discuss (1) why a firm would want to go into a strategic alliance, (2) the different types of alliance, and (3) guidelines to follow when forming an alliance. © 1992.

  • 19. Lorange, Peter
    et al.
    Chakravarthy, BalaRoos, JohanVan de Ven, Andrew
    Implementing strategic processes: change, learning and co-operation1993Collection (editor) (Other academic)
  • 20. Lorange, Peter
    et al.
    Roos, Johan
    Strategic alliances: formation, implementation, and evolution1993 (ed. New ed.)Book (Other academic)
  • 21. Lorange, Peter
    et al.
    Roos, Johan
    The challenge of cooperative ventures1987Collection (editor) (Other academic)
  • 22. Lorange, Peter
    et al.
    Roos, Johan
    Bronn, Peggy Smcic
    Building successful strategic alliances1993In: IEEE Engineering Management Review, ISSN 0360-8581, E-ISSN 1937-4178, Vol. 21, no 2Article in journal (Refereed)
    Abstract [en]

    Thinking of strategic alliance as a parental relationship is not a new idea, but it works. Two firms come together to give birth to an idea, a product, another firm, or research that embodies the best characteristics of each parent. And, just as in human parental relationships, the firms have varying levels of responsibilities toward their 'child'. The paper evaluates the decisions that have to be made to build successful strategic alliances.

  • 23. Marotto, M.
    et al.
    Roos, Johan
    Stockholm School of Economics.
    Victor, B.
    Collective virtuosity in organizations: A study of peak performance in an orchestra2007In: Journal of Management Studies, ISSN 0022-2380, E-ISSN 1467-6486, Vol. 44, no 3, p. 388-413Article in journal (Refereed)
    Abstract [en]

    The purpose of this paper is to build theory on peak performance at the group level. Peak performance transcends ordinary performance and is associated with a subjective experience in which one loses a sense of time and space as well as feels great joy and bliss. We chose to study this phenomenon at the group level through a methodology of participant observation in an orchestra. We found that groups can be transformed by their own performance in a reflexive process in which virtuosity, or individual peak performance, becomes collective. We offer a prepositional model of collective virtuosity in organizations, and offer directions for further research. © Blackwell Publishing Ltd 2007.

  • 24. Oliver, D.
    et al.
    Roos, Johan
    Stockholm School of Economics.
    Beyond text: Constructing organizational identity multimodally2007In: British Journal of Management, ISSN 1045-3172, E-ISSN 1467-8551, Vol. 18, no 4, p. 342-358Article in journal (Refereed)
    Abstract [en]

    Organizational scholars have proposed a broad range of theoretical approaches to the study of organizational identity. However, empirical studies on the construct have relied on text-based organizational identity descriptions, with little exploration of multiple intelligences, emotions and individual/collective identity representations. In this paper, we briefly review the empirical literature on organizational identity, and propose a novel method for empirical study involving structured interventions in which management teams develop representations of the identities of their organizations using three-dimensional construction toy materials. Our study has five main implications. By engaging in a method that draws on multiple intelligences, participants in this study generated multifaceted and innovative representations of the identities of their organizations. The object-mediated, playful nature of the method provided a safe context for emotional expression. Because it involved the collection of both individual and collective-level data, the technique led to collective constructions of highly varying degrees of 'sharedness'. Finally, the organizational identity representations integrated unconscious or 'tacit' understandings, which led to the enactment of organizational change. © 2007 British Academy of Management.

  • 25. Oliver, D.
    et al.
    Roos, Johan
    Créativité et identité organisationnelle2006In: Revue Francaise de Gestion, ISSN 0338-4551, Vol. 32, no 161, p. 139-153Article in journal (Refereed)
    Abstract [fr]

    L'identité organisationnelle fournit un cadre qui peut faciliter ou inhiber la créativité organisationnelle. Cet article étudie comment les managers de trois entreprises définissent les identités de leurs organisations par le biais des matériaux 3D. Nous constatons que les métaphores favorisent la construction de sens autour de l'identité organisationnelle et révèlent des pensées préalablement cachées, et que les matériaux 3D créent un environnement où les facteurs émotionnels peuvent se manifester avec certitude. Avec cette approche, les managers formulent des descriptions de l'identité surprenantes, chargées d'émotions, plus riches et donc plus favorables à la créativité organisationnelle.

  • 26. Oliver, D.
    et al.
    Roos, Johan
    Imagination Lab Foundation, Lausanne, Switzerland.
    Dealing with the unexpected: Critical incidents in the LEGO Mindstorms team2003In: Human Relations, ISSN 0018-7267, E-ISSN 1741-282X, Vol. 56, no 9, p. 1057-1082Article in journal (Refereed)
    Abstract [en]

    This article addresses the relative lack of empirical studies of how self-managed teams in high velocity environments handle unexpected critical incidents. It presents an interpretive case study of the LEGO Mindstorms project team, and focuses in particular on how this team responded to three critical incidents, Our study results in three core findings concerning how this team responded to the unexpected in its high velocity environment. These include: the importance of increasing presence; creating a context for a shared and emotionally grounded identity; and developing a shared set of guiding principles for action, behaviour, and decision-making. The authors further describe interconnections among these three core findings, proposing a higher-level 'virtuous circle' that illustrates how this team responded effectively to critical incidents.

  • 27. Oliver, D.
    et al.
    Roos, Johan
    Imagination Lab Foundation, Lausanne, Switzerland.
    Decision-making in high-velocity environments: The importance of guiding principles2005In: Organization Studies, ISSN 0170-8406, E-ISSN 1741-3044, Vol. 26, no 6, p. 889-913Article in journal (Refereed)
    Abstract [en]

    This paper presents a field study of decision-making processes at two organizations operating in high-velocity environments. It reviews existing literature on managerial knowledge structures and decision-making, and identifies methodological and conceptual limitations with these approaches with respect to organizations in high-velocity environments. The authors develop two interpretive cases that focus on the articulated and social methods management teams used to make decisions. They found that both organizations used rules of thumb or heuristic reasoning in their decision-making, that these rules of thumb functioned as headlines of deeper organizational narratives, and that these narratives were grounded in emotional as well as purely rational considerations. They suggest that the term 'guiding principle' usefully integrates their three findings into a second-order concept that may be further explored in future research of both a descriptive and prescriptive nature. Copyright © 2005 SAGE Publications.

  • 28. Oliver, D.
    et al.
    Statler, M.
    Roos, Johan
    Copenhagen Business School, Copenhagen, Denmark.
    A meta-ethical perspective on organizational identity2010In: Journal of Business Ethics, ISSN 0167-4544, E-ISSN 1573-0697, Vol. 94, no 3, p. 427-440Article in journal (Refereed)
    Abstract [en]

    Although much of the growing literature on organizational identity implicitly recognizes the normative nature of identity, the ethical implications of organizational identity work and talk have not yet been explored in depth. Working from a meta-ethical perspective, we claim that the dynamic, processual, and temporal activities recently associated with organizational identity always have an ethical dimension, whether "good" or "bad." In order to describe the ethical dimensions of organizational identity, we introduce the balance theory of practical wisdom as a theoretical framework, and connect this theory to existing organizational identity concepts. We present an empirical case focused on an international paint company to illustrate the relevance of this theory for empirical organizational identity research. Our intention is to expand existing theory by bringing an aspect of organizational identity that has been tangentially acknowledged to the forefront, and by identifying it as a fruitful avenue for future theory development as well as empirical research. © 2009 Springer Science+Business Media B.V.

  • 29. Oliver, David
    et al.
    Roos, Johan
    Striking a balance: complexity and knowledge landscapes2000Book (Other academic)
  • 30. Roos, G.
    et al.
    Roos, Johan
    Measuring your company's intellectual performance1997In: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 30, no 3, p. 413-426+325Article in journal (Refereed)
    Abstract [en]

    It is individuals who own and control the knowledge of organizational members, the chief source of competitive advantage. Intangible assets often tell one more about the future earnings of the company than today's conventional measures. Until 1980, competitive advantage was based on understanding the competitive environment. Then came the "resource-based" perspective. It became apparent that knowledge was a, if not the, key to sustainable competitive advantage. This touched on invisible assets and core competencies. Strategic management has now in fact shifted from looking externally to the realization that "internal" resources are the tools which need to be exploited. Kaplan and Norton introduced the "Balanced Scorecard" techniques which Skandia used as the foundation for its measurement of intellectual capital. The issues that are involved include treating intellectual capital as the sum of the company's hidden assets which are the most important source of competitive advantage and visualizing intellectual capital systematically. The findings of a research study showed a welcome for the explicit recognition of what intellectual capital was all about as well as a categorization of intellectual capital as human, customer relationship, business processes, organizational and intellectual. Models were developed which resulted in a number of conclusions. Maturity, clear goals and explicit commitment are essential. The intellectual capital (IC) system should focus on long-term earning capability and must be based in corporate culture. A set of indicators needs to be provided for each IC category. The balance sheet approach to IC does not provide information on the move from one category to another ; it is only a snapshot. There appear to be three methods of deriving indicators. One is to develop those which are firmly based on the driving forces behind the vision. Second, they need to be grounded in the selected intellectual capital categories and third, they need to reflect the intercapital flows. There are many difficulties in dealing with indicators, such as selecting the right ones, prioritizing them and making sure they are precise. An IC model needs to be able to be applied to small and large firms, parts as well as the whole. To be viable, an IC system has to be aligned with existing managerial processes. The conclusions from this research need to be tested with a larger sample. This will allow the development of a dimension-free process model for managing intellectual performance and arriving at an index such as Return on Intellectual Capital (ROIC). © 1997 Elsevier Science Ltd. All rights reserved.

  • 31. Roos, Göran
    et al.
    Krogh, Georg von
    Roos, Johan
    Strategi: en innføring2010 (ed. 5)Book (Other academic)
  • 32.
    Roos, Göran
    et al.
    Intellectual Capital Services, Great Britain .
    Krogh, Georg von
    Swiss Federal Institute of Technology, ETH, Switzerland.
    Roos, Johan
    Jönköping University, Jönköping International Business School, JIBS, Business Administration.
    Boldt-Christmas, Lisa
    Intellectual Capital Services, Great Britain.
    Strategi: En innføring2014 (ed. 6)Book (Other academic)
  • 33. Roos, Göran
    et al.
    Krogh, Georg von
    Roos, Johan
    Jacobsen, Kristine
    Strategi: en introduktion2004 (ed. 2)Book (Other academic)
  • 34. Roos, Göran
    et al.
    von Krogh, GeorgeRoos, Johan
    Strategi som konkurransefortrinn1997Collection (editor) (Other academic)
  • 35.
    Roos, Johan
    Copenhagen Business School .
    3 platforme til design af Danmarks fremtid2010In: Berlingske NyhedsmagasinArticle in journal (Other (popular science, discussion, etc.))
  • 36.
    Roos, Johan
    Copenhagen Business School .
    5 veje til øget vækst i Danmark2010In: Berlingske NyhedsmagasinArticle in journal (Other (popular science, discussion, etc.))
  • 37.
    Roos, Johan
    Jönköping University, Jönköping International Business School, JIBS, Business Administration.
    An Essay on Cooperative Strategies, Scaled-Up1994In: European Case Book on Cooperative Strategies / [ed] Johan Roos, Hemel Hempstead: Prentice-Hall, 1994, p. 3-18Chapter in book (Other academic)
  • 38.
    Roos, Johan
    Copenhagen Business School .
    Biotek for business-studerende2010In: Berlingske NyhedsmagasinArticle in journal (Other (popular science, discussion, etc.))
  • 39.
    Roos, Johan
    Jönköping University, Jönköping International Business School, JIBS, Business Administration.
    Bridging the Gender Gap: Seven Principles for Achieving Gender Balance2014Book (Other academic)
    Abstract [en]
    • Summarizes current research and knowledge about gender
    • Exposes unsupported assumptions underlying current explanations of gender imbalance
    • Argues that gender balance is not merely a legal, moral, or women's issue, but is essential to good governance
    • Provides practical guidance for actions to support gender balance adaptable to individual situations

    Despite decades of efforts to promote gender equality, most leadership positions in business, politics, education, and even NGOs are occupied by men, and most people still work in occupations dominated by one sex. This book argues that gender imbalances in leadership and occupations are not simply a moral issue or an economic issue, but a governance issue. Gender imbalances persist in large part because the very people with the authority and influence to do something about them know very little about gender and how it works in their organizations and in society at large. Gender imbalanced governance is an expression of entrenched ideas about masculinity and femininity that lead to poor decision making. Improving the quality of governance requires action to counteract the main justifications for the status quo. Based on interviews and conversations with leaders and managers in Europe and the United States, the book presents seven of the most common explanations for persistent gender imbalances and shows how they are based on common stereotypes and myths about men's and women's abilities and preferences. This book provides a guided tour of current research about gender from a multi-disciplinary perspective. It challenges commonly held assumptions and offers alternative explanations and corresponding principles to guide individual decisions, action, and behaviour toward achieving gender balance.

  • 40.
    Roos, Johan
    Hult International Business School, US.
    Bringing Business Schools Into The STEM Era2015In: Global Focus: the E F M D business magazine, ISSN 1784-2344, Vol. 10, no 3, p. 32-36Article in journal (Other (popular science, discussion, etc.))
    Abstract [en]

    Science, technology, engineering and maths (the so-called STEM subjects) are the driving force behind the most promising and lucrative businesses of the future. But turning such developments into commercially successful innovations requires people who understand STEM as well as organisation and management.

    Gone are the days when an MBA generalist with a strong marketing education could fathom the potential of new businesses creating products and services to utilise STEM advances. Today’s managers need a solid business background but also the knowledge of the innovative potential deriving from their company’s progress in STEM fields.

  • 41.
    Roos, Johan
    Copenhagen Business School .
    Brug krisen til at tænke nyt2010In: Berlingske NyhedsmagasinArticle in journal (Other (popular science, discussion, etc.))
  • 42.
    Roos, Johan
    Jönköping University, Jönköping International Business School.
    Build STEM skills, but don’t neglect the humanities2015Other (Other (popular science, discussion, etc.))
  • 43.
    Roos, Johan
    Hult International Business School, US.
    Casting light in the shadows2017In: Global Focus: the E F M D business magazine, ISSN 1784-2344, Vol. 11, no 1, p. 12-17Article in journal (Other academic)
    Abstract [en]

    Do not be lulled by today’s strong management education market, says Johan Roos. Business schools still need to find a grander vision of hope, change and community to counter emerging shadows

    Business school deans are smiling and optimistic these days. Things have improved since the 2008 crisis. Applications are skyrocketing at most schools, enrolments are up and, with a few notable exceptions, the crucial role of business in economic affairs and global progress is recognised and respected. We can boast that there are over 10,000 business schools around the globe and about one-fifth of the world’s students are studying business and management.

  • 44.
    Roos, Johan
    Institute of International Business, Stockholm School of Economics.
    Cooperative venture formation processes: characteristics and impact on performance1989Doctoral thesis, monograph (Other academic)
  • 45.
    Roos, Johan
    Copenhagen Business School.
    Copenhagen Metropolitan Region2010In: Berlingske NyhedsmagasinArticle in journal (Other (popular science, discussion, etc.))
  • 46.
    Roos, Johan
    Copenhagen Business School .
    Den 2. vej til højere uddannelse2011In: Berlingske NyhedsmagasinArticle in journal (Other (popular science, discussion, etc.))
  • 47.
    Roos, Johan
    Copenhagen Business School.
    Den 5. frihed – uddannelse2010In: Berlingske NyhedsmagasinArticle in journal (Other (popular science, discussion, etc.))
  • 48.
    Roos, Johan
    Intl. Inst. for Mgmt. Development, Lausanne, Switzerland.
    Distinction making and pattern recognition in management1996In: European Management Journal, ISSN 0263-2373, E-ISSN 1873-5681, Vol. 14, no 6, p. 590-595Article in journal (Refereed)
    Abstract [en]

    The ability to make new distinctions in management, and to diffuse these rapidly throughout a company into shared practices, will be a corporate strategic advantage in the future. Johan Roos justifies this view on the grounds that knowledge development provides the foundation for distinction making, and it is the management of this knowledge that provides the driver. The author argues it is the process of distinction making which is a conscious managerial process. He first discusses the art of making distinctions in general, and then focuses on a particular form of distinction making: pattern recognition. He concludes with three managerial actions that can be taken to enhance the pattern recognition capability of an organisation. Copyright © 1996 Elsevier Science Ltd.

  • 49.
    Roos, Johan
    Copenhagen Business School .
    En kinesisk skandinavisk model?2010In: Berlingske NyhedsmagasinArticle in journal (Other (popular science, discussion, etc.))
  • 50.
    Roos, Johan
    Jönköping University, Jönköping International Business School, JIBS, Business Administration.
    Extending Moore’s Law to Claiming Our Humanity2015In: 7th Global Peter Drucker Forum: Claiming our Humanity : Managing in the Digital Age, Vienna: GPDF , 2015Conference paper (Other academic)
    Abstract [en]

    Almost daily, advances in STEM subjects capture our admiration and awe for what humanity can accomplish. Higg’s “God particle” is finally discovered; a microchip the size of a finger nail can contain several billion transistors and other electronics; architects can design buildings one-half mile high; one-atom thick “graphene,” the thinnest yet strongest material ever discovered, paves the way for bionic devices connected directly to neurons; entirely new organisms with DNA sequences created on a computer are used to produce food. These accomplishments and the associated “politico-academic” rhetoric about education and research around the globe give us the impression that the future of the world is dependent on the progress of everything STEM.

123 1 - 50 of 123
CiteExportLink to result list
Permanent link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf