Henning Madsen

Bio: Henning Madsen is an academic researcher from Aarhus University. The author has contributed to research in topics: Entrepreneurship & Human capital. The author has an hindex of 15, co-authored 39 publications receiving 881 citations.

Integrating environmental and stakeholder management

Abstract: Regulation has been an important instrument in pushing the business community towards improved environmental performance. However, there has also been increasing pressure from a growing number of stakeholders, including employees, customers, neighbours, NGOs etc. In order to improve corporate relationships with various stakeholders, companies need to be able to identify these stakeholders and assess their influence. The first part of this paper will discuss the relevant theory and introduce a model to analyse and identify the most significant stakeholder groups and their influence on corporate behaviour. Based on a recent survey of Danish companies, the second part of the paper will report on the success of a variety of stakeholders in forcing companies to introduce environment-related initiatives. The results will then be discussed in light of the theory and other reported results. The paper closes with a discussion of research implications. Copyright © 2001 John Wiley & Sons, Ltd and ERP Environment

Greening of human resources: environmental awareness and training interests within the workforce

Abstract: The education and training of the workforce has long been recognised as an essential ingredient in promoting and implementing environmental management practices in business organisations. So far, however, even in leading companies, little information has been available on how environmental management practice and related educational and training requirements are translated into the provision of training courses by educational institutions. To address this important question an EU‐sponsored research project was initiated. The project has focused on senior environmental managers; middle (predominantly technical) managers; and skilled and semi‐skilled workers and lower categories of managers. It has been based partly on interviews in a small number of European companies as well as educational and training institutions, and partly on more large‐scale questionnaire surveys. This paper briefly describes the background of the overall project, and in more detail a questionnaire‐based survey on environmental attitudes and training interests among Danish workers.

Corporate Environmental Sustainability in Danish SMEs: A Longitudinal Study of Motivators, Initiatives, and Strategic Effects

Abstract: While industry leaders proactively address environmental issues as an integrated part of corporate strategy, small and medium enterprises (SMEs) often perceive it as a means of cost reduction. The aim of this paper is to track the development of motivators, environmental initiatives, and their perceived effects on competitive advantage among SMEs. For that purpose, we conducted a longitudinal analysis of 4 repeated surveys over a period of 14 years among Danish manufacturing SMEs. Results show that Danish SMEs have increasingly deployed environmental initiatives that are associated with both lower costs and a differentiation dimensions of competitive advantage. The study also shows that over managerial attitudes, strategic intent has been the main driver when adopting such initiatives. Furthermore, we found that despite some differences between small and medium-sized firms in terms of the levels of environmental engagement, the competitive benefits are generally robust regarding firm size. Before concluding, implications for future research and corporate managers are pointed out. Copyright © 2014 John Wiley & Sons, Ltd and ERP Environment

Knowledge‐intensive entrepreneurship and human capital

Abstract: This paper discusses human capital in connection with the entrepreneurial processes in knowledge‐based new ventures. Until recently, research on the founding of new ventures has focused mainly on the personal characteristics of entrepreneurs, but this trait approach tends to underestimate the role of crucial skills. The findings of this paper suggest that it is not so much inherent personality traits that influence the foundation and growth of new ventures as previous employment and entrepreneurial experience. The longer the career path prior to founding the venture, the more experience an entrepreneur has accumulated. Age thus seems to have a positive influence on the success of a newly founded venture. Furthermore, the dimensions of human capital, experience and previous employment seem to be essential in building the networks that help secure both early and continuing finance for the ventures.

Knowledge Intensive Entrepreneurship in a Social Capital Perspective

Abstract: About a decade ago Mitton (1989) suggested that success for start-ups not only depends on who you are but also on whom you know. Around the mid-90s research results were published showing that essential resources for start-ups were in fact acquired through the entrepreneurs' social networks including family, friends, pre-existing work relations, and affiliation with various societies (Foss, 1994; Ostgaard & Birley, 1996; Hansen, 1995). To study these aspects of social capital in relation to entrepreneurial activities, research in a Danish start-up context in two knowledge-intensive sectors has been carried out. The research methodology was based on a triangulation approach including a general questionnaire-based survey conducted through the Internet as well as a number of in-depth interviews in purposefully sampled ventures. The results provide an analysis of the content and structure of social capital in relation to entrepreneurial activities in new technology based small firms showing that teams are primarily composed of `trusted alters' and networking patterns are highly influenced by the entrepreneur's attitude to and perception of networking.

The Nature of Managerial Work

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Toward a Unifying Framework for Exploring Fit and Flexibility in Strategic Human Resource Management

Abstract: This paper presents a framework for studying the concepts of fit and flexibility in the field of Strategic Human Resource Management (Strategic HRM) focusing on HRM practices, employee skills, and employee behaviors and reviews past conceptual and empirical work within that framework. A model of Strategic HRM is presented and this model is used to explore the concepts of fit and flexibility as they apply to Strategic HRM. The concepts of resource and coordination flexibility are applied to Strategic HRM, and the implications of the framework for both the practice of and research on Strategic HRM are discussed.

Green Human Resource Management: A Review and Research Agenda*

Abstract: The paper makes a case for the integration of the largely separate literatures of environmental management (EM) and human resource management (HRM) research. The paper categorizes the existing literature on the basis of Ability–Motivation– Opportunity (AMO) theory, revealing the role that Green human resource management (GHRM) processes play in people-management practice. The contributions of the paper lie in drawing together the extant literature in the area, mapping the terrain of the field, identifying some gaps in the existing literature and suggesting some potentially fruitful future research agendas. The findings of the review suggest that understanding of how GHRM practices influence employee motivation to become involved in environmental activities lags behind that of how organizations develop Green abilities and provide employees with opportunities to be involved in EM organizational efforts. Organizations are not using the full range of GHRM practices, and this may limit their effectiveness in efforts to improve EM.

A natural resource-based view of the firm

Abstract: Historically, management theory has ignored the constraints imposed by the biophysical (natural) environment. Building upon resource-based theory, this article attempts to fill this void by proposing a natural-resource-based view of the firm—a theory of competitive advantage based upon the firm's relationship to the natural environment. It is composed of three interconnected strategies: pollution prevention, product stewardship, and sustainable development. Propositions are advanced for each of these strategies regarding key resource requirements and their contributions to sustained competitive advantage.

Organizational Responses to Environmental Demands: Opening the Black Box

Abstract: This paper combines new and old institutionalism to explain differences in organizational strategies. We propose that differences in the influence of corporate departments lead their facilities to prioritize different external pressures and thus adopt different management practices. Specifically, we argue that external constituents - including customers, regulators, legislators, local communities, and environmental activist organizations - who interact with influential corporate departments are more likely to affect facility managers' decisions. As a result, managers of facilities that are subjected to comparable institutional pressures adopt distinct sets of management practices that appease different external constituents. We test our framework in the context of the adoption of environmental management practices using an original survey and archival data obtained for nearly 500 facilities. We find support for these hypotheses.