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A Discussion on Yin-Yang, Zhong-Yong, Ambidexterity, and Paradox
Full text linkProfessor Peter Ping Li has made important contribution to the promotion of indigenous management research in China in general and application of Chinese Yin-Yang philosophy to organizational paradox research in particular. However, his interpretation of Yin-Yang is incomplete and inaccurate. Namely, his notion of Yin-Yang balancing relates to only one of five distinct epistemological expressions of Yin-Yang in the Chinese literature and its derived methodological prescription, i.e., Confucian principle of Zhong-Yong. Yet, his notion of Yin-Yang balancing is an inaccurate representation of Zhong-Yong due to his dogmatic insistence on asymmetry in the structure of combination of opposites that is not a prescription of the Zhong-Yong principle. Due to his incomplete understanding of Yin-Yang, he has not been able to see the value of the ambidexterity approach and its compatibility with the Yin-Yang thinking in particular and the similarity between Chinese and Western approaches to solving paradox in general. This paper alerts Chinese management scholars to the danger of overconfidence and Chinese exceptionalism and calls for a modest and prudent attitude in pursuing Chinese indigenous management research
Optimal Management of Evolving Hierarchies
Full text linkWe study the optimal management of evolving hierarchies, which abound in real-life
phenomena. An initiator invests into finding a subordinate, who will bring revenues to the
joint venture and who will invest herself into finding another subordinate, and so on. The
higher the individual investment (which is private information), the higher the probability
of finding a subordinate. A transfer scheme specifies how revenues are reallocated, via
upward transfers, as the hierarchy evolves. Each transfer scheme induces a game in
which agents decide their investment choices. We consider two optimality notions for
schemes: initiator-optimal and socially-optimal schemes. We show that the former are
schemes imposing to each member a full transfer to two recipients (the predecessor and
the initiator) with a constant ratio among the transfers. We show that the latter are
schemes imposing full transfers to the immediate predecessors
Proactively Building Capabilities for the Post-Acquisition Integration of Information Systems
Full text linkTo gain the strategic benefits of acquisitions, firms must successfully execute post-acquisition IS integration. Unfortunately, a key reason acquisitions regularly fail is because firms fail to successfully leverage the post-acquisition IS integration capability. This capability is not found in non-acquisitive firms. Although research has shown that this capability must be built during the years preceding an acquisition, it has not comprehensively explained what the capability is, nor how it is proactively developed.
Through an engaged scholarship learning partnership, this PhD examines how Maersk, proactively built their post-acquisition IS integration capability prior to their first acquisition. By adopting the resource-based view and its extension into dynamic capabilities this PhD contributes mid-range theory that describes and explains this proactive capability building process. Firms can leverage this useful knowledge when building their own IS integration capability to become capable of executing post-acquisition IS integration
Succesfaktorer og adfærdsmæssige konsekvenser
Full text linkSom en funktion af den digitaliserede verden vi lever i og idéen om et kontantløst samfund, har
vi i de seneste år oplevet hvordan fænomenet mobile betalinger er vokset. Arbejdet med at skabe
elektroniske betalingssystemer til implementering i situationer hvor kontanter typisk har været
anvendt, har stået på hen over de sidste 20-30 år, og mens mange forsøg har slået helt eller delvist
fejl, har vi i Danmark siden 2013 kunne betale med den succesfulde mobilbetalings-app
MobilePay.
Formålet med denne afhandling er at bidrage med empirisk baseret viden om hvilke faktorer der
har bidraget til udbredelsen af mobile betalinger i Danmark, samt at afdække nogle af de
adfærdsmæssige konsekvenser af at vi nu kan overføre penge ved hjælp af mobile betalinger.
Afhandlingen præsenterer således; en kortlægning af de historiske forhold der går forud for, samt
de forhold der omgiver mobile betalinger i Danmark; en forklaring af hvordan to udbydere af
mobile betalinger har arbejdet med undersøgelse, udvikling og markedsføring af deres løsninger;
samt et eksplorativt studie af brugeroplevelser af mobile betalinger i brugthandel.
I afhandlingens tredje del opsummeres de analytiske resultater i et forklarende narrativ, og efter
afhandlingens konklusion præsenteres en række implikationer for forskning og erhvervsliv samt
forslag til fremtidige studier
Developing Responsible Leaders and Employees in a Multinational BioPharmaceutical Company
Full text linkIn a response to demands from various stakeholders and civil society, some companies develop ethics programs consisting of a code of ethics, ethics training and various procedures for reporting unethical conduct. The aim of this article is to contribute with a theoretically founded analysis of how an ethics program is recontextualized as it travels from an ethics office in Denmark into business units in Switzerland and China. Drawing on an ethnographic study within a multinational biopharmaceutical company, we demonstrate how its code of business ethics resembles ideals of empowerment and individual critical thinking that can be found within the Scandinavian socio-cultural context in which the ethics program originated. Further, we show how the way the entire ethics program is communicated through training with a focus on dilemma thinking becomes a liability when introduced into other business units and socio-cultural contexts. We conclude that in order to create sustainable ethics programs and develop responsible global leaders, companies must take into account the sociocultural heritage of the code of ethics they seek to disseminate. Seemingly universal values and preferred behaviors cannot merely be “transferred” within a multinational organization and transformed into responsible business practices without local adaptations
