The management group is held together by an interest in leadership and innovation. Entrepreneurship is understood as a driver of innovation. Entrepreneurship is understood as a driver of innovation and the roles of knowledge (creation and management), strategy and leadership are considered central to innovation processes in contexts of organisations / businesses. The group performs research on knowledge intensive companies; on knowledge management, management of innovation and innovation in management; on entrepreneurial management, entrepreneurship and organisational creativity; and on governance of science and technology in society and at project levels. There is an emphasis on the conditions for leadership of innovative processes under a high level of uncertainty, and on managing knowledge workers, knowledge based organisations, and knowledge creation in a variety of organisational settings (such as networks). All of which contribute to a new perspective on management / leadership / entrepreneurship in the knowledge society.

Specific research areas

Strategy and management
A broad range of managerial issues within professional service firms or knowledge intensive firms, knowledge management, service management, and strategic management.

Management og innovation
Management of innovations makes special demands of managers because of the inherent uncertainty and risk in innovative processes. Management of innovation includes management of innovative and creative processes, of diversity and cross disciplinary co-workers, of teambuilding.

Research Management
Research management on different organizational levels. We focus on the relations between more formal research management and more charismatic forms of research management. The study of research management and leadership includes questions of research organization and policy as well as the role of quality control through research evaluation, including rankings and bibliometrics.

Knowledge Management
The research area focuses on the challenges of organising and managing knowledge. Central issues include how valuable knowledge is identified, and how knowledge workers are being controlled.

Knowledge Sharing
Knowledge sharing is both about exploiting and exploring knowledge, but entails barriers such as lack of motivation and time. The research area explores individual and organizational barriers for knowledge sharing, and how they can be reduced.

Network Leadership
Network leadership seeks to lead without the usual positions and power relations. Emphasis is placed on action and motivating throughout the network and its organisations. Understanding networking requires knowledge used in strategic network leadership.

Entrepreneurship
In the context of an interdisciplinary research institute we research entrepreneurship as a range of forms of organisational creativity; as a society-creating force; as a world-view for thinking and practicing innovation processes; as well as a business-creative process. Entrepreneurship is not management, and an important task for future business leadership is precisely to understand their interrelationships and timing in processes of organising.

Science and technology studies
The relationship between science and society, and public discourse on research, innovation and risk in particular, in order to understand the social, cultural and political conditions for the development of knowledge and new technology.

Organizational change
Change management practices in a complex and dynamic environment requires the organization to be both open and closed; closed in its planning and control systems to ensure direction and focus across the organization, and open in a flexible sensitivity to dynamics of the internal and external environment. The research on change management explores how to consciously utilize the tensions in change management processes that emerge and erode during radical reorganizations.

Management og consultancy firms and knowledge workers
Knowledge intensive companies are based on knowledge and knowledge sharing, and knowledge is being applied to both solve problems, and create new knowledge. A basic premise for managing knowledge intensive companies, where knowledge workers generally speaking are more knowledgeable than managers, is partly to accept the knowledge workers quest for self-management, and partly to keep on convincing them to focus on organizational goals.

Group members:

Daniel Hjorth, Finn Hansson, Flemming Poulfelt, Henrik Herlau, Mark Holst-Mikkelsen, Mette Mønsted, Søren Henning Jensen, Rob Austin, Laurel Austin, Søren Friis Møller, Shannon O'Donnell, Lena Olaison, Birgitte Gorm Hansen, Nicolaj Tofte Brenneche, Christine Thalsgård Henriques, Martin Gylling, Sanne Kjærgaard Møller

Research Director:

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