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  • 101.
    Roos, Johan
    et al.
    Jönköping University, Jönköping International Business School, JIBS, Business Administration.
    von Krogh, G
    Arguments on Knowledge and Competence1996In: Managing Knowledge: Perspectives on cooperation and competition / [ed] von Krogh, G., and J. Roos, Sage Publications, 1996, p. 100-115Chapter in book (Refereed)
  • 102.
    Roos, Johan
    et al.
    Norwegian School of Management.
    Von Krogh, G.
    Figuring out your competence configuration1992In: European Management Journal, ISSN 0263-2373, E-ISSN 1873-5681, Vol. 10, no 4, p. 422-427Article in journal (Refereed)
    Abstract [en]

    Johan Roos and Georg von Krogh go beyond contemporary theories of firms' competitive advantages to point out that most firms compete on competencies, and therefore possession of competence is the key to success. Competence itself is simply the synthesis of a firm's particular task and knowledge systems. The authors explore the nature of these systems and argue that skilfully combining them gives a firm its 'competence configuration' which represents the time potential of the organization. © 1992.

  • 103.
    Roos, Johan
    et al.
    Jönköping University, Jönköping International Business School, JIBS, Business Administration.
    von Krogh, G
    Five Claims on Knowing1996In: European Management Journal, ISSN 0263-2373, E-ISSN 1873-5681, Vol. 14, no 4, p. 423-426Article in journal (Refereed)
  • 104.
    Roos, Johan
    et al.
    Jönköping University, Jönköping International Business School, JIBS, Business Administration.
    von Krogh, G
    Imitation of Knowledge: A Sociology of Knowledge Perspective1996In: Managing Knowledge: Perspectives on cooperation and competition / [ed] von Krogh, G., and J. Roos, Sage Publications, 1996, p. 32-54Chapter in book (Refereed)
  • 105.
    Roos, Johan
    et al.
    Jönköping University, Jönköping International Business School, JIBS, Business Administration.
    von Krogh, G
    Haerem, T
    Knowledge-Based Strategic Change1996In: Managing Knowledge: Perspectives on cooperation and competition / [ed] von Krogh, G., and J. Roos, Sage Publications, 1996, p. 116-136Chapter in book (Refereed)
  • 106.
    Roos, Johan
    et al.
    Jönköping University, Jönköping International Business School, JIBS, Business Administration.
    von Krogh, G
    Haerem, T
    Restructuring: Avoiding the Phantom Limb Effect1996In: Managing Knowledge: Perspectives on cooperation and competition / [ed] von Krogh, G., and J. Roos, Sage Publications, 1996, p. 137-154Chapter in book (Refereed)
  • 107.
    Roos, Johan
    et al.
    Jönköping University, Jönköping International Business School, JIBS, Business Administration.
    von Krogh, G
    Kleine, D
    The Logic of Knowledge Alliances in the Pharmaceutical Industry1996In: European Business Handbook, Confederation of British Industries , 1996, p. 158-161Chapter in book (Refereed)
  • 108.
    Roos, Johan
    et al.
    Jönköping University, Jönköping International Business School, JIBS, Business Administration.
    von Krogh, G
    Mahnke, V
    Vicari, P
    Knowledge Creation Through Cooperative Experimentation1996In: Managing Knowledge: Perspectives on cooperation and competition / [ed] von Krogh, G., and J. Roos, Sage Publications, 1996, p. 184-202Chapter in book (Refereed)
  • 109.
    Roos, Johan
    et al.
    Jönköping University, Jönköping International Business School, JIBS, Business Administration.
    von Krogh, G
    Venzin, M
    Knowledge Management1998In: Technologie-Management: Idee und Praxis / [ed] Tschirky, H., and P. Koruna, Zürich: Verlag Industrielle Organisation , 1998, p. 120-136Chapter in book (Refereed)
  • 110.
    Roos, Johan
    et al.
    Jönköping University, Jönköping International Business School, JIBS, Business Administration.
    von Krogh, G
    Wathne, K
    Towards a Theory of Knowledge Transfer in a Cooperative Context1996In: Managing Knowledge: Perspectives on cooperation and competition / [ed] von Krogh, G., and J. Roos, Sage Publications, 1996, p. 55-81Chapter in book (Refereed)
  • 111.
    Roos, Johan
    et al.
    Norwegian School of Management.
    von Krogh, G.
    Yip, G.
    An epistemology of globalizing firms1994In: International Business Review, ISSN 0969-5931, E-ISSN 1873-6149, Vol. 3, no 4, p. 395-409Article in journal (Refereed)
    Abstract [en]

    This article discusses two concepts in an emerging theory of knowledge development in globalizing firms. The concept of "language games" is developed to shed light on the role of language in globalizing organizations. The concept of "self-similarity" enables discussions of changes in routines, processes, and structures as firms evolve from national to global organizations. © 1995.

  • 112.
    Roos, Johan
    et al.
    Dept. of Gen. Mgmt. and Strategy, IMD, Lausanne, Switzerland.
    Whitehill, M.
    Exploring the Concept of Intellectual Capital (IC)1998In: Long range planning, ISSN 0024-6301, E-ISSN 1873-1872, Vol. 31, no 1, p. 150-153Article in journal (Refereed)
  • 113.
    Roos, Johan
    et al.
    Jönköping University, Jönköping International Business School, JIBS, Business Administration.
    Yip, G
    Johansson, J
    Effects of Nationality on Global Strategy1997In: Management International Review, ISSN 0025-181X, Vol. 37, no 4, p. 365-386Article in journal (Refereed)
  • 114.
    Roseberry, Lynn M.
    et al.
    Copenhagen Business School, Denmark.
    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]

    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.

  • 115. Statler, M.
    et al.
    Jacobs, C. D.
    Roos, Johan
    Stockholm School of Economics.
    Performing strategy - Analogical reasoning as strategic practice2008In: Scandinavian Journal of Management, ISSN 0956-5221, E-ISSN 1873-3387, Vol. 24, no 2, p. 133-144Article in journal (Refereed)
    Abstract [en]

    The concept of analogical reasoning refers to the successful transfer of structural similarities from a source to a target domain of knowledge. Organizational research focused exclusively on the cognitive aspects of analogical reasoning remains limited however, in its capacity to describe the function and effects of analogical reasoning within the organizational contexts where it occurs. This paper extends existing theory of analogical reasoning by drawing on the concept of practice as it has been developed by strategy-as-practice researchers. In particular, we suggest that in addition to cognition, analogical reasoning involves social structuration and embodied performance. By re-framing analogical reasoning as a strategic practice, we provide the emerging field of strategy-as-practice research with a new analytical lens through which to view the micro-level activities associated with strategizing. The paper includes an empirical case to illustrate the suggested contribution to theory, and it closes with a discussion of implications for future strategy-as-practice theory and research. © 2008.

  • 116. Statler, M.
    et al.
    Jacobs, C.
    Roos, Johan
    Imagination Lab. Foundation, United Kingdom.
    Performing strategy: Analogical reasoning as strategic practice2006In: Academy of Management 2006 Annual Meeting: Knowledge, Action and the Public Concern, AOM 2006, 2006Conference paper (Refereed)
    Abstract [en]

    Analogical reasoning refers to the successful transfer of structural similarities from a source to a target domain. In strategic management research, this concept has materialized in approaches such as strategic mapping. Yet, the concept and its application seem to have emphasized primarily the cognitive aspects of analogical reasoning. Bourdieu's concept of practice allows us to explore analogical reasoning in a more integral manner, i.e., by presenting embodied aspects of analogical reasoning as complementary to the cognitive aspects, and equally relevant for strategic organizational development processes. Thus, we conceptualize analogical reasoning as a practice of strategy and illustrate this concept with an empirical case.

  • 117. Statler, M.
    et al.
    Roos, Johan
    Swiss-based Imagination Lab. Foundation, Switzerland.
    Victor, B.
    Dear prudence: An essay on practical wisdom in strategy making2007In: Social Epistemology, ISSN 0269-1728, E-ISSN 1464-5297, Vol. 21, no 2, p. 151-167Article in journal (Refereed)
    Abstract [en]

    If we presume an organizational ontology of complex, dynamic change, then what role remains for strategic intent? If managerial action is said to consist of adaptive responsiveness, then what are the foundations of value on the basis of which strategic decisions can be made? In this essay, we respond to these questions and extend the existing strategy process literature by turning to the Aristotelian concept of prudence, or practical wisdom. According to Aristotle, practical wisdom involves the virtuous capacity to make decisions and take actions that promote the "good life" for the "polis". We explore contemporary interpretations of this concept in literature streams adjacent to strategy and determine that practical wisdom can be developed by engaging in interpretative dialogue and aesthetically-rich experience. With these elements in view, we re-frame strategy processes as occasions to develop the human capacity for practical wisdom.

  • 118. Statler, Matt
    et al.
    Roos, Johan
    Imagination Lab Foundation, Switzerland.
    Everyday strategic preparedness: the role of practical wisdom in organizations2007Book (Other academic)
    Abstract [en]

    This book identifies, illustrates and reflects over the role of practical wisdom in organizations for organizations' preparedness. As the need for preparedness stretches the limits of what is thinkable and possible for organizations, the importance of value judgements, i,e, ethics, becomes increasingly clear, which challenges conventional strategy practice. The ancient concept of practical wisdom provides a framework that can guide managers as they balance ethical demands with demands for practical effectiveness. Practical wisdom can be developed through 'playful' activities such as storytelling, reflective dialogue and aesthetic experience. By cultivating practical wisdom, the authors argue, people in organizations can develop the 'everyday strategic preparedness' needed to deal with a complex and uncertain world.

  • 119. Von Krogh, G.
    et al.
    Roos, Johan
    Inst. for Intl. Mgmt. Development, Lausanne, Switzerland.
    A perspective on knowledge, competence and strategy1995In: Personnel review, ISSN 0048-3486, E-ISSN 1758-6933, Vol. 24, no 3, p. 56-76Article in journal (Refereed)
    Abstract [en]

    Although the idea that competencies are underlying sustainable competitive advantages is central, there has been no thorough investigation into the very nature of competencies in the strategic management literature. Theories on the sociology of knowledge are used to advance the resource-based perspective of the firm into a coherent perspective of competencies. The implications on sustainable competitive advantages are discussed, by focusing on the processes of imitation of competencies in different social contexts. It is proposed that the emergent competence-based perspective of the firm has several important implications for management research and theory building.

  • 120. Von Krogh, G.
    et al.
    Roos, Johan
    Intl. Inst. for Mgmt. Development, Lausanne, Switzerland.
    A tale of the unfinished1996In: Strategic Management Journal, ISSN 0143-2095, E-ISSN 1097-0266, Vol. 17, no 9, p. 729-737Article in journal (Refereed)
    Abstract [en]

    Building on the work of Prahalad and Bettis (1986, 1995), the objective of this article is to generate dialogue for further understanding of the concept of dominant logic. Our focus is on the level of basic assumptions. First, we demonstrate the conceptual plasticity of 'dominant logic. ' Then, we retrofit two relatively unknown concepts - self-reference and scale-with the concept of dominant logic, with its 1995 meaning. Finally, we discuss three implications of our venture.

  • 121. Von Krogh, G.
    et al.
    Roos, Johan
    IMD, International Institute for Management Development, Switzerland.
    Conversation management1995In: European Management Journal, ISSN 0263-2373, E-ISSN 1873-5681, Vol. 13, no 4, p. 390-394Article in journal (Refereed)
    Abstract [en]

    Companies communicate internally through their own phrases and concepts - their own language. The local meaning of that language is very difficult to transpose into another company's language and culture. Georg von Krogh and Johan Roos point out that many businesses are careless in their use of language and internal conversations - yet nothing is of more importance to the company's strategy. These authors urge managers to develop their own internal company lexicon of language since language and knowledge development are interdependent. Most companies have mastery of operational conversations, but not of strategic conversations. This article sets out guidelines for managing and developing strategic conversations which are directed towards the future of the company. © 1995.

  • 122. von Krogh, G.
    et al.
    Roos, Johan
    Norwegian School of Management.
    "Knowledge in organizations, knowledge transfer and cooperative strategies" A word from the guest editors1994In: International Business Review, ISSN 0969-5931, E-ISSN 1873-6149, Vol. 3, no 4, p. 331-335Article in journal (Other academic)
  • 123. von Krogh, G
    et al.
    Roos, Johan
    Norwegian School of Management.
    Slocum, K
    An essay on corporate epistemology1994In: Strategic Management Journal, ISSN 0143-2095, E-ISSN 1097-0266, Vol. 15, p. 53-71Article, review/survey (Refereed)
    Abstract [en]

    The objective of this essay is to contribute to a new perspective of strategic management by developing a new theory of organizational knowledge. The article focuses on how managers can understand and guide knowledge development processes in organizations. Our epistemology broadens strategic management to also include the advancement activities of the organization. In addition to discussing development of organizational knowledge, the essay also emphasises fundamental consequences for research methodology.

123 101 - 123 of 123
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