Copenhagen Business School

About: Copenhagen Business School is a education organization based out in Copenhagen, Hovedstaden, Denmark. It is known for research contribution in the topics: Corporate governance & Entrepreneurship. The organization has 2194 authors who have published 9649 publications receiving 341898 citations.

Government Policies for Corporate Social Responsibility in Europe: A Comparative Analysis of Institutionalisation

Abstract: This paper analyses policies of 22 European Union member governments, designed to encourage corporate social responsibility (CSR) between 2000 and 2011. It categorises these policies by their regulatory strength and identifies the range of issues to which CSR policies are directed. The paper argues that Northern European, Scandinavian and UK governments are reconstructing their respective institutional structures to embed CSR concerns more explicitly therein. It concludes that these government CSR initiatives are converging, particularly around their increased regulatory strength and the broadening of their issue application. Policies in Mediterranean and the former communist countries do not reflect increasing institutionalisation.

Nordic City Regions in the Creative Class Debate—Putting the Creative Class Thesis to a Test

Abstract: The Nordic countries have a quite different urban structure and social systems than the USA. Denmark, Finland, Norway and Sweden may then constitute a critical test of the empirical reach of Richard Florida's much cited creative class thesis beyond its empirical basis in the USA. This paper employs comparative statistics to examine the importance of the quality of place in attracting members of the creative class to Nordic city regions, and it analyses the role of the creative class for regional economic development. Florida's original study focused only on city regions with more than 100,000 inhabitants. Our statistical analyses mainly support Florida's results with regard to these larger Nordic city regions. The paper, however, also analyses smaller city regions, which are important in the Nordic urban structure. The findings are clearly less supportive for these smaller regions, which mean that the original creative class approach has to be considerably refined when used in the Nordic context.

The Role of External Involvement in the Creation of Management Innovations

Abstract: There has recently been renewed scholarly interest in management innovating, the creation of new organizational practices, structures, processes and techniques. We suggest that external involvement in the process of management innovating can transpire in three different ways: direct input from external change agents; prior external experience of internal change agents; and the use of external knowledge sources by internal change agents. We ask whether the type of innovation created (radical or not; systemic or not) depends on the use of these three forms of involvement and whether the forms are substitutes or complements. We empirically investigate this through an archival study of 23 major historical innovations, using in-depth data from a large number of sources in the academic literature. We use three complementary methods of analysis: unstructured qualitative observations, correlational analysis and crisp-set qualitative comparative analysis. We find that the presence of external change agents is associated with systemic and incremental innovations; that the absence of external experience is associated with systemic and radical innovations; and that the presence of external sources of knowledge has no clear effect. Furthermore the three forms of involvement act to a large degree as substitutes. We contribute new theoretical arguments for the facilitators of management innovation, demonstrate the usefulness of an open innovation lens to the study of management innovation, show that management innovating is a relatively complex form of strategic process and highlight how the creation of management innovations is similar to and different from the genesis of other types of innovation.

Building credible human capital analytics for organizational competitive advantage

Abstract: Despite the enormous interest in human capital analytics (HCA), organizations have struggled to move from operational reporting to HCA This is mainly the result of the inability of analytics teams to establish credible internal HCA and demonstrate its value In this article, we stress the importance of conceptualizing HCA as an organizational capability and suggest a method for its operationalization We argue that the development of HCA within an organization requires working with three dimensions of HCA: data quality, analytics capabilities, and strategic ability to act Moreover, such work must be undertaken on three levels: individual, process, and structure