Daniel J. Adriaenssen

Problem: the concept of strategic entrepreneurship remains underdeveloped. Research question: how can various aspects of strategic entrepreneurship provide us with more insight into intrapreneurial intensity? Purpose: to shed some light on the concept of strategic entrepreneurship. The aim is to discuss three aspects of strategic entrepreneurship: risk, knowledge processes and value creation. Methodology: conceptual generalization. Findings: 1. A mini-theory is developed on the basis of the insights reached. 2. A development of Kirzner’s concept of hidden knowledge as the foundation for entrepreneurship and innovation in organizations

The problem studied is related to new venture creation. The question the authors will examine here is: What are the knowledge conditions for new venture creation? The methodology used is conceptual generalization. The purpose of the paper is to bring new understandings to venture creation. In attempting to answer the research question, the authors hope to make a contribution to a policy for supporting entrepreneurship, both corporate entrepreneurship and independent entrepreneurship. The approach the authors adopt here has its roots in the Austrian School. The area of research is the global knowledge economy of the 21st century. Finding one, in this paper, is that entrepreneurial policy has to take four types of knowledge (explicit, tacit, implicit, hidden) into consideration in order to effectively bring forward new venture creation. Finding two is a mini theory, i.e., a system of propositions for new venture creation. Finding three is a system of methodology developed to bring forward the four knowledge types mentioned in finding one

It is unclear what is meant by human resources (HR) practices at various levels: individual (micro); organizational (meso); and general (macro). An important objective of this article is to develop a model for future research into strategic HR management. Problem for discussion is how can organizations maintain their competitive position with the help of strategic HR management? Research questions: 1. How can strategic HR management be understood at different levels? 2. What knowledge base do the authors have for strategic HR management? Method of research – conceptual generalization. Findings: 1. The authors have developed a typology for the different levels (micro, meso and macro) and the various perspectives: behavioral; resource-based; knowledge-based and dynamic capabilities. 2. The authors have developed a research model for future research into strategic HR management, which takes account of the particular level and the knowledge perspective that has been applied. At the same time, the model illustrates examples of HR practices at different levels, HR management results, and organizational performance

The problem in organizational change projects is that people often resist organizational change. Many change projects in organizations do not reach their goals. The question is why? This paper investigates how prospect theory can be used to explain people’s resistance to organizational change. Prospect theory is based on research from Kahneman and Tversky. If we know why people resist organizational change, we as leaders can do something to promote the change project. The objective of this article is to advise managers and leaders on ways of reducing resistance to organizational change. The authors identify seven propositions that explain how managerial strategies reduce organizational change. They recommend seven measures that may be employed by management to obtain support for projects implementing organizational change

The issue the authors are investigating is how work will evolve in the future. The question discussed here is as follows: What will work be like in the future, and what impact will changes have on HR departments?
To answer this question, the authors have established the following research questions: 1. What will be the context for work in the future, and how will HR departments be affected? 2. How can organizations develop ideas and innovate, and how will HR departments be affected in the future?
Method: Conceptual generalization. Findings: In the future, work will be largely compartmentalized and performed using specialist skills. Those organizations that survive will be extremely adaptable. Many organizations will be managed in accordance with a logic whereby their component parts are distributed across the global economy according to the following principles: extreme focus on costs, quality and expertise, and a high level of focus on innovation

This article discusses the development of the type of knowledge held to be crucial for creativity and innovation, and which is referred to here as hidden knowledge.
The research question investigated is: How can organizations develop hidden knowledge?
The first purpose of the article is to bring forth a type of knowledge which can give some foundation for knowledge management and innovation. The second objective is to give some foundation for the HR-department, in order to bring knowledge management theory to practical use. The authors develop five propositions concerning a mini theory for the development of hidden knowledge. A descriptive framework of “knowledging” is also developed at the individual, team and organizational levels, for tacit, implicit, explicit and hidden knowledge, which can be used of the HR-department to increase innovation in the organization