Bjørn Wessel Hennestad

Kolltveit, Bjørn J.; Hennestad, Bjørn Wessel & Grønhaug, Kjell (2012)

The board: a change agent?

Baltic Journal of Management, 7(2), s. 185- 201. Doi: 10.1108/17465261211219804

Hennestad, Bjørn (2010)

Kulturbevisst ledelse, fra ord til handling som virker

Magma - Tidsskrift for økonomi og ledelse, 13(8), s. 61- 69.

Hennestad, Bjørn (2009)

Dobbeltbindingsledelse og den "schizofrene" organisasjon

Magma - Tidsskrift for økonomi og ledelse, 12(9), s. 67- 73.

Hennestad, Bjørn (2009)

Endringsledelse i endringssituasjonen en liminell utfordring

Magma - Tidsskrift for økonomi og ledelse, 12(1), s. 35- 43.

Kolltveit, Bjørn Johs.; Hennestad, Bjørn, Hennestad, Bjørn & Grønhaug, Kjell (2007)

IS projects and implementation

Baltic Journal of Management, 2(3), s. 235- 250.

Hennestad, Bjørn; Revang, Øivind & Strønen, Fred H. (2006)

Endringsledelse og ledelsesendring : endringslæring for praktisk orienterte teoretikere og reflekterte praktikere

Universitetsforlaget.

Lervik, Jon Erland; Amdam, Rolv Petter, Hennestad, Bjørn, Lunnan, Randi & Nilsen, Sølvi M. (2005)

Implementing Human Resource Development Best Practice: Replication or Re-creation?

Human Resource Development International, 8(3), s. 345- 360.

Lunnan, Randi; Lervik, Jon Erland, Traavik, Laura E Mercer, Nilsen, Sølvi M., Amdam, Rolv Petter & Hennestad, Bjørn (2005)

Global transfer of management practices across nations and MNC subcultures

Academy of Management Executive, 19(2), s. 77- 80.

The management practice we examine performance management (PM)-can be regarded as an extension of the traditional performance appraisal, linking individual performance to corporate strategy.1 Researchers separate calculative PM (focus on individual contributions and rewards) and collaborative PM (focus on creating a partnership culture between employer and employee, for example through competency development).2 In the United States, PM practices contain both calculative and collaborative elements, whereas in Scandinavia the calculative element is downplayed.3 Norwegian firms have had a long tradition of holding annual "planning and development talks." This is, however, a single, once a year event intended to promote good working relations more than a managerial system for evaluating, developing and compensating employees.' We suggest that when introducing a "foreign best practice" into this setting, national values present initial barriers, whereas organizational capabilities and systems are crucial for the final shape of the practice.

Hennestad, Bjørn Wessel (2004)

Kan bedriftskultur ledes

Magma - Tidsskrift for økonomi og ledelse

Nilsen, Sølvi M.; Hennestad, Bjørn, Fergestad, Ingvald, Lervik, Jon Erland, Lunnan, Randi & Traavik, Laura E Mercer (2004)

Handlingsförlamad av dubbla budskap - dubbelbindingar i organisationer

Ledmotiv : Idèskrift om ledarskap, s. 29- 39.

Hennestad, Bjørn (2003)

Organisasjonskultur - død eller levende? Tyve år med organisasjonskultur

Nordiske organisasjonsstudier, 3(5), s. 4- 28.

Hennestad, Bjørn (2002)

Endringsledelse

Magma - Tidsskrift for økonomi og ledelse, Juni

Lunnan, Randi; Amdam, Rolv Petter, Hennestad, Bjørn, Lervik, Jon Erland & Nilsen, Sølvi M. (2002)

Standardised Leadership Tools in MNEs – Critical Reflections on the Conditions for Successful Implementations

Journal of European Industrial Training, 26(6), s. 274- 282.

Amdam, Rolv Petter; Hennestad, Bjørn, Lunnan, Randi, Nilsen, Sølvi M. & Lervik, Jon Erland (2001)

Standardisering - en hemsko for fornyelse?

Magma - Tidsskrift for økonomi og ledelse

Hennestad, Bjørn Wessel (2000)

Implementing Participative Management. Transition Issues from the field

Journal of Applied Behavioral Science, 38(3), s. 314- 335.

Hennestad, Bjørn W. (1999)

Infusing the organisation with customer knowledge

Scandinavian Journal of Management, 15, s. 17- 41.

Hennestad, Bjørn (1999)

Kritiske valg i forskning på organisasjonsendringer

Underveis til fremtiden. Kunnskapsledelse i teori og praksis

Hennestad, Bjørn W. (1998)

Empowering by De-depowering. Towards an HR Strategy for Realizing the Power of EmPowerment

International Journal of Human Resource Management, 9(5)

Hennestad, Bjørn W. (1998)

A Constructive Triad for Change Learning

Journal of Management Inquiry, 7(1)

Hennestad, Bjørn Wessel (1990)

The Symbolic Impact of Double Bind Leadership: Double Bind and the Dynamics of Organizational Culture

Journal of Management Studies, 27(3), s. 265- 280.

Hennestad, Bjørn Wessel (1988)

INCulture: The Organisational Character of INC

Croom Helm.

Hennestad, Bjørn Wessel (1986)

Organizations: Frameworks or frame work?

Scandinavian Journal of Management, 3(1), s. 47- 63.

Hennestad, Bjørn Wessel (1982)

Computer Technology, Work Organization, and Industrial Democracy

International Studies of Management and Organization, 12(3), s. 54- 72.

Hennestad, Bjørn Wessel (2011)

Changing to stay the same

[Academic lecture]. Colloquium on Organizational Change and Development.

Changing in order to stay the same. How do organization achieve continuous change and avoid inertia? Answering this question can add to existing theories of organizational change and give directions for managers for how to manoeuvre in an increasingly changing global business environment. The paper explores a company that successfully has pursued the same mission for about 180 years. During this time there has been a vast amount of changes, e.g technology, marked structure, law (environmental), competition and internationalization. Still, the company has not deployed formal change. There is seen to be contrast between episodic, discontinuous change on one side and emergent continuous change on the other. Inertia is seen as causing a need for the first. The latter see organizations as an emerging phenomenon. How can emergent change reflect external changes? It is suggested about emergent (first order) change that: “the more thing change the more they stay the same”. This paper argues that we should rather as Lampedusa think; “If you want things to stay as they are, they will have to change:” Building on an insider/outsider perspective and spans live experience 5o years back, the paper suggest that the continuous changing of the organization avoids inertia by a constant outward look. A collective worriedness over “dark clouds in the horizon” keeps the organization constantly on its toes never remaining satisfied. It is a case for the return of organizational culture (as character) in relation to the challenges of dealing with changing, survival and excellence via constant alignment

Hennestad, Bjørn Wessel & Colville, I (2010)

An organizational culture of changing to stay the same

[Academic lecture]. 5th Workshop on organisational change and development.

Hennestad, Bjørn Wessel; Colville, Ian & Thoner, Kristoffer (2009)

Making sense of Lilleborg. A soap story in 5 episodes

[Academic lecture]. EURAM 2009.

Rosendahl, Tom; Grund, Jan, Hennestad, Bjørn, Karlsson, Agneta, Johannessen, Jon-Arild & Olaisen, Johan (2003)

Strategic Management of Dynamic Capabilities: The relation between internal training, dynamic core competence, strategic competence development and innovation”

[Academic lecture]. European Academy of Management 3rd Conference.

Hennestad, Bjørn W. (1999)

Implementering av en ny ledelsesform. Endringsutfordringer på veien til deltagende ledelse

[Report]. Handelshøyskolen BI.

Hennestad, Bjørn W. (1999)

Leading the Implementation of Participatory Management

[Academic lecture]. EGOS 14th Colloquium.

Revang, Øivind & Hennestad, Bjørn (1999)

Change Management in the liminal period - Instrumental change management through and for change structure

[Academic lecture]. 2nd International Workshop on Organisation of the Future in the "Information Society".

Hennestad, Bjørn Wessel & Revang, Øivind (1995)

The Rationality paradox -Strategic development in multiple stakeholder knowledge center (version 1)

[Academic lecture]. 12 EGOS workshop.

Hennestad, Bjørn Wessel (1987)

Kulturelle perspektiver på organisering - et grunnlag for kulturbevisste ledelse

[Scientific book]. Bedriftøkonomen Forlag.