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 Elusive Concept of Localization Economies: Towards a Knowledge-Based Theory of Spatial Clustering

Abstract: A number of possible advantages of industry agglomeration—or spatial clustering—have been identified in the research literature, notably those related to shared costs for infrastructure, the build-up of a skilled labour force, transaction efficiency, and knowledge spillovers leading to firm learning and innovation. We identify two shortcomings of existing research on the clustering phenomenon. First, the abundance of theoretical concepts and explanations stands in sharp contrast with the general lack of work aimed at validating these mechanisms empirically and the contradictory evidence found in recent empirical work in the field. Second, there is still a lack of a unified theoretical framework for analyzing spatial clustering. In an attempt to remedy the latter shortcoming, this paper investigates the nature of the cluster from a knowledge-creation or learning perspective. We argue for the need to establish a specific theory of the cluster where learning occupies centre stage. The basic requirements for ...

Corporate social responsibility communication: stakeholder information, response and involvement strategies

Abstract: While it is generally agreed that companies need to manage their relationships with their stakeholders, the way in which they choose to do so varies considerably. In this paper, it is argued that when companies want to communicate with stakeholders about their CSR initiatives, they need to involve those stakeholders in a two-way communication process, defined as an ongoing iterative sense-giving and sense-making process. The paper also argues that companies need to communicate through carefully crafted and increasingly sophisticated processes. Three CSR communication strategies are developed. Based on empirical illustrations and prior research, the authors argue that managers need to move from ‘informing’ and ‘responding’ to ‘involving’ stakeholders in CSR communication itself. They conclude that managers need to expand the role of stakeholders in corporate CSR communication processes if they want to improve their efforts to build legitimacy, a positive reputation and lasting stakeholder relationships.

Strategic Brand Management

Abstract: PART 1: THE SOCIO-CULTURAL MEANING OF BRANDS 1. Understanding the Social Psychology of Brands 2. Emotion and Brands 3. The Symbolic Meaning of Brands 4. Cultural Meaning Systems and Brands PART 2: BRAND EQUITY AND BRAND BUILDING 5. Brand Equity 6. Building Brands through Marketing Communication 7. Measuring Brand Performance and Equity PART 3: MANAGING BRANDS 8. Brand Strategies 1 - Symbolic brands 9. Brand Strategies 2 - Low-involvement brands 10. Brands, Innovation and High Technology 11. Brand Stretching and Retrenching 12. Managing Corporate Reputation

A critical perspective on action research as a method for information systems research

Abstract: This paper reviews the origins, techniques and roles associated with action research into information systems (IS). Many consider the approach to be the paragon of post-positivist research methods, yet it has a cloudy history among the social sciences. The paper summarizes the rigorous approach to action research and suggests certain domains of ideal use (such as systems development methodology). For those faced with conducting, reviewing or examining action research, the paper discusses various problems, opportunities and strategies.

Responding to Organizational Identity Threats: Exploring the Role of Organizational Culture

Abstract: In this paper, we present a longitudinal study of organizational responses to environmental changes that induce members to question aspects of their organization’s identity Our findings highlight the role of organizational culture as a source of cues supporting “sensemaking” action carried out by leaders as they reevaluate their conceptualization of their organization, and as a platform for “sensegiving” actions aimed at affecting internal perceptions Building on evidence from our research, we develop a theoretical framework for understanding how the interplay of construed images and organizational culture shapes changes in institutional claims and shared understandings about the identity of an organization