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 & Context (language use). The organization has 2194 authors who have published 9649 publications receiving 341898 citations.

The Multiplicity of Controls and the Making of Innovation

Abstract: This paper contributes to our understanding of relations between control and innovation by adding a process perspective where innovation and the use of management controls co-develop. As innovation grows, it has to pass various trials each of which links the innovation to obstacles which are mediated by unique sets of technologies of control. In this process the innovation changes and adapts. This thesis is drawn from the case of Italian Autostrade's innovation Telepass which was an automatic toll collection devise developed to make traffic fast, safe and fluid. Throughout its development it had to pass trials of technology, the network of cooperating firms, the user, the organisation, and in this process it not only developed itself, it also transformed Autostrade and required additional innovations. The set of controls included elements of budgetary planning, strategic vision, user satisfaction, productivity and highly pointed achievement targets. This multiplicity of controls changed and adapted to the...

Inclusive Business at the Base of the Pyramid: The Role of Embeddedness for Enabling Social Innovations

Abstract: Inclusive businesses that combine profit making with social impact are claimed to hold the potential for poverty alleviation while also creating new entrepreneurial and innovation opportunities. Current research, however, offers little insight on the processes through which for-profit business organizations introduce social innovations that can profitably create social impact. To understand how social innovations emerge and become sustained in business organizations, we studied a telecom firm in Kenya that successfully extended financial services across the country through a number of mobile banking innovations. Our qualitative analysis revealed the strong role of being embedded in local networks and structures for initiating and implementing social innovations. Strong embeddedness enhanced the pragmatic and ethical imperative for internalizing social issues, but also provided access to diverse resources for implementing and legitimizing social innovations. However, hybridization processes that emphasized social issues introduced organizational tensions by increasing goal diversity and requiring adapting organizational processes and structures. The case shows how developing a mission-driven identity enabled the sustenance of social innovations by providing a meta-narrative that bridged goal diversities and rationalized organizational change.

Why Complementary HRM Practices Impact Performance: The Case of Rewards, Job Design, and Work Climate in a Knowledge‐Sharing Context

Abstract: The strategic HRM literature suggests that HRM influences employees in combinations of practices that “fit” each other rather than as stand-alone practices; however, it pays little attention to the underlying individual-level mechanisms. In contrast, the HRM literature on knowledge sharing examines the influence of single practices on individual-level knowledge sharing, but fails to include the influence of combinations of practices. We link the idea of fit between practices to employee motivation for knowledge sharing by arguing that rewards may be ambiguous and difficult to interpret, but that such ambiguity may be reduced if rewards are combined with other aligned HRM practices, notably job design and work climate. Thus, fit is established through the ambiguity-reducing effect of combining specific HRM practices. Accordingly, we test for complementarities among rewards, job design, and work climate in the form of a three-way interaction among these variables with respect to their impact on knowledge-sharing motivation. Our analysis of 1,523 employees in five knowledge-intensive firms shows that employees who are exposed to knowledge-sharing rewards experience higher levels of autonomous motivation to share when they are simultaneously exposed to a noncontrolling job design and work climate that support knowledge sharing. © 2014 Wiley Periodicals, Inc.

Generating Value from Open Government Data

Abstract: A driving force for change in society is the trend towards Open Government Data (OGD). While the value generated by OGD has been widely discussed by public bodies and other stakeholders, little attention has been paid to this phenomenon in the academic literature. Hence, we developed a conceptual model portraying how data as a resource can be transformed to value. We show the causal relationships between four contextual, enabling factors, four types of value generation mechanisms and value. We use empirical data from 61 countries to test these relationships, using the PLS method. The results mostly support the hypothesized relationships. Our conclusion is that if openness is complemented with resource governance, capabilities in society and technical connectivity, use of OGD will stimulate the generation of economic and social value through four different archetypical mechanisms: Efficiency, Innovation, Transparency and Participation.

Human Resource Management Practices and Innovation

Abstract: This chapter surveys, organizes, and critically discusses the literature on the role of human resource practices for explaining innovation outcomes. We specifically put an emphasis on what is often called "new" or "modern" HRM practices—practices that imply high levels of delegation of decisions, extensive lateral and vertical communication channels, and the use of reward systems. We discuss how individual practices influence innovation, and how the clustering of specific practices matters for innovation while drawing attention to the notion of complementarities between practices. Moreover, we discuss various possible moderators and mediators of the HRM/innovation link, such as the type of knowledge involved (tacit/codified), knowledge sharing, social capital, and network effects. We argue—despite substantial progress made in the pertinent literature—that the precise causal mechanisms underlying the HRM/innovation links remain poorly understood. Against this backdrop we suggest avenues for future research.