Center for Global Strategic Responsiveness
Crowd predictions from the frontline: A proactive decision tool for dynamic strategic management (2017-2020)
The project will develop and test proactive decision-making tools for dynamic strategic management to enhance the competitiveness of international companies. Managers and employees operating at the frontline of the multinational organization possess updated insights and information that form a collective intelligence that can predict emerging developments. The project will use new crowd prediction methodologies to collect this information digitally to provide early signals to strategic decision-makers that should allow them to make timely and proactive decisions in turbulent global markets.
The project is funded by the Danish Industry Foundation.
Project to uncover and test the claimed, but rarely validated, effects of the dominant three-lines of defense model prescribed in risk governance regulation.
By Torben Juul Andersen (May 2017)
A one-month research stay during May 2017 at the University of Florence (UoF), Department of Management, Accounting and Finance, working on a project to uncover and test the claimed, but rarely validated, effects of the dominant three-lines of defense model prescribed in risk governance regulation.
The project is a collaborative effort with professor, Alessandro Gianozzy (UoF), Simon Torp (Aarhus University) and Johanna Sax (National Australia Bank).
CARLSBERGFONDET POSTDOC RESEARCH PROJECT
BY XIN LI (2016 – 2018)
An Inquiry into the Survival and International Success of Resource-Poor Firms from China.
Objective: Gain a deep understanding of the survival and international success of resource-poor firms in general but with particular focus on China.
Methodology: Building theory from multiple case studies. Data collection from interviews with managers at different levels, company archives, participatory observations, etc.
Theoretical grounding: Resource-based view; generic strategies; competitive dynamics; catching-up; innovation.
In May 2005, Chinese computer company Lenovo acquired the PC section of IBM. In August 2010, Chinese carmaker Geely acquired the Swedish Volvo. In October 2013, Chinese telecom equipment vendor Huawei replaced Swedish Ericsson to be Denmark’s largest telecom operator as TDC’s sole supplier of a DKK 4 billion project to upgrade and manage its country- wide LTE network. In October 2014, Chinese consumer electronics company GoerTek acquired 83% of the shares in Dynaudio, a Danish high-end speakers producer.
These are some high profile examples of Chinese investments in the US and EU. What is significant about these acquisitions is the fact that all of these Chinese investing companies were almost unknown players a decade or two ago. All of a sudden, they are actively and aggressively investing globally. How can this happen? Where does the global competitiveness of these Chinese companies come from? Will the Chinese firms and emerging market firms in general pose a challenge to incumbent firms in the West and Denmark in particular? These are the puzzling questions the project aims to tackle.
by Carsten Pedersen in collaboration with TDC A/S (2013 – 2016)
Responsive Innovation: Using the collective sensing of key stakeholders for firm innovation.
Objective: To develop a non-teleological process model for utilizing collective sensing from the organizational periphery to foster firm innovation in dynamic environments.
Methodology: Action research/experimentation that is grounded in a pragmatist paradigm. The specific methods of the project consist of mixed methods (quantitative survey data and time-series analysis, crowdfunding and qualitative participatory observation of innovation processes).
Theoretical grounding: Collective sensing; Crowdsourcing; Crowdfunding; Responsive innovation
Can frontline-employees and customers collectively sense changes in dynamic environments? How can these insights effectively be aggregated and utilized to foster firm innovation? And how can a process model for innovation that incorporates collaborative bottom-up and top-down dynamics look like? These are some of the issues that the project grapples with in conceptualizing responsive innovation.