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  • 1. Ahlström Söderling, Ragnar
    et al.
    Brunåker, Svante
    University of Gävle, Department of Business Administration and Economics, Ämnesavdelningen för företagsekonomi.
    Lindhult, Erik
    McCluskey, Denise
    Do something different!: Entrepreneurship courses in management education2005In: Trading Wor(l)ds: rapport från RENT en forskningskonferens, Gävle: Högskolan i Gävle , 2005, p. 10-29Conference paper (Other academic)
  • 2.
    Brunåker, Svante
    University of Gävle, Department of Business Administration and Economics, Ämnesavdelningen för företagsekonomi.
    Efterskalv: företagsekonomiska bidrag presenterade på NFF konferens i Reykjavik 20032003Report (Other academic)
  • 3.
    Brunåker, Svante
    et al.
    University of Gävle, Faculty of Education and Business Studies, Department of Business and Economic Studies.
    Gaddefors, Johan
    Kurvinen, Jaana
    University of Gävle, Faculty of Education and Business Studies, Department of Humanities.
    Mickelsson, Kerstin
    University of Gävle, Faculty of Education and Business Studies, Department of Business and Economic Studies.
    Nyström, Harry
    Söderhäll, Bengt
    University of Gävle, Faculty of Education and Business Studies, Department of Educational sciences.
    Vilhelmson, Pär
    University of Gävle, Faculty of Education and Business Studies, Department of Business and Economic Studies.
    Trading wor(l)ds: rapport från RENT en forskningskonferens2005Report (Other academic)
  • 4.
    Brunåker, Svante
    et al.
    University of Gävle, Department of Business Administration and Economics, Ämnesavdelningen för företagsekonomi.
    Kurvinen, Jaana
    University of Gävle, Department of Business Administration and Economics, Ämnesavdelningen för företagsekonomi.
    Intrapreneurship, local initiatives in organizational change processes2006In: Leadership & Organization Development Journal, ISSN 0143-7739, E-ISSN 1472-5347, Vol. 27, no 2, p. 118-132Article in journal (Refereed)
    Abstract [en]

    Purpose – This paper has its focus on local initiatives in developing the work organization. Local initiatives describe how shop floor workers and middle managers initiate organizational change by developing ideas emerging in the daily operations. The purpose of this article is to elaborate on how and why such local initiatives emerge and develop.

    Design/methodology/approach – The paper combines theories about entrepreneurship and organizational change as a framework to understand local initiatives. Local initiatives contribute to the understanding of organizational change processes by emphasizing not only the voice of the managerial discourse but also the voice of local actors. The empirical findings are based on interviews in a paper pulp plant.

    Findings – Local initiatives are a way for shop floor workers and middle managers to translate work procedures into something that makes sense in their own context of daily operations. The intrapreneur acts not as a change agent for someone else's intentions but as a self appointed actor who initiates and drives the process of creating unequivocal interpretations of equivocal events.

    Research limitations/implications – The findings are based on a single case study.

    Practical implications – The paper stresses the importance for managers to find ways to deal with local initiatives. Generating and collecting ideas is the easy part, the challenge is to do something with the ideas received.

    Originality/value – A model is suggested that describes four different approaches to organizational change.

  • 5.
    Brunåker, Svante
    et al.
    University of Gävle, Department of Business Administration and Economics, Ämnesavdelningen för företagsekonomi.
    Nyström, Harry
    University of Gävle, Department of Business Administration and Economics, Ämnesavdelningen för företagsekonomi.
    Using local initiatives to influence corporate entrepreunership: the role of the plant manager2005In: Trading Wor(l)ds: rapport från RENT en forskningskonferens, Gävle: Högskolan i Gävle , 2005, p. 30-36Conference paper (Other academic)
  • 6.
    Brunåker, Svante
    et al.
    University of Gävle, Department of Business Administration and Economics, Ämnesavdelningen för företagsekonomi.
    Vilhelmson, Pär
    University of Gävle, Department of Business Administration and Economics, Ämnesavdelningen för företagsekonomi.
    Delaktighet i förändring: attityder till förändring i arbetsorganisationen hos operatörer i massaindustrin2003In: Efterskalv: företagsekonomiska bidrag presenterade på NFF konferens i Reykjavik 2003, 2003Conference paper (Other academic)
  • 7.
    Brunåker, Svante
    et al.
    University of Gävle, Department of Business Administration and Economics, Ämnesavdelningen för företagsekonomi.
    Vilhelmson, Pär
    University of Gävle, Department of Business Administration and Economics, Ämnesavdelningen för företagsekonomi.
    Tre perspektiv på delaktighet i förändring2006In: Nordiske organisasjonsstudier, ISSN 1501-8237, Vol. 8, no 4, p. 91-112Article in journal (Refereed)
  • 8.
    Kurvinen, Jaana
    et al.
    University of Gävle, Department of Business Administration and Economics, Ämnesavdelningen för företagsekonomi.
    Svante, Brunåker
    University of Gävle, Department of Business Administration and Economics, Ämnesavdelningen för företagsekonomi.
    Leaving the public sector for a new private venture: creating context from a gender perspective2007Conference paper (Other (popular science, discussion, etc.))
    Abstract [en]

    The empirical context for this study is drawn from interviews with 15 women who have left a job in the public sector in order to start a new private venture in the same industry. The theoretical basis is a discussion about the ways that norms and conceptions of entrepreneurship affect individual entrepreneurs, considering that entrepreneurship is a male gendered concept. The findings are presented in five recurrent themes that describe how the entrepreneurs create context for their new ventures: polarization, loyalty, marginalization, role creation and leadership style. Marginalization is described as self appointed and ascribed invisibility. Role creation is described as imitating and resisting the managerial discourse at the same time.

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