Employee Profile

Debbie Harrison

Professor - Department of Strategy and Entrepreneurship


My PhD study, ‘Strategic Responses to Predicted Events - The case of the banning of CFCs', was a comparative study of the differences in the responses of industrial organisations to the ‘same' environmental change. My approach was to blend the strategic management and industrial marketing and purchasing literatures in providing a theoretical framework. Afterwards, I was a Lecturer in Industrial Marketing in the Department of Marketing at Lancaster University in the UK. Here I developed my existing interests in network change. Further, I became interested in the role of contracts in business relationships whilst conducting a study involving Marks and Spencer disengaging from various supplier relationships.

In August 2001 I moved to BI. Subsequently, I have been involved in 3 main projects, all of which were in the area of resource development, before obtaining a formal position as an Associate Professor in September 2004.

Research areas
I am broadly interested in the area of inter-organisational relationships. I have published papers in the areas of network change and dynamics, the role of contracts in business relationships, relationship dissolution, and resource development. My current research projects and interests are within the areas of user networks, strategy as practice/strategizing, and inter-organisational routines.

Teaching areas
My current responsibilities for teaching can be summarised as follows:
Industrial Networks (MSc course within the Supply Chains and Networks programme).
Managing in Networks (part of the Supply Chain Management programme, taught to professional managers).
Strategy Organisation (MSc course with the Strategy programme).
Strategic Leadership (Third year sivil økonomi course).
Supervision of master students' theses.


Baraldi, Enrico; Harrison, Debbie, Kask, Johan & Ratajczak-Mrozek, Milena (2024)

A network perspective on resource interaction: Past, present and future

Journal of Business Research, 172 Doi: 10.1016/j.jbusres.2023.114253

The importance of resources as an essential component in value co-creation processes is core to multiple perspectives in management and marketing. These include the Resource-Based View, Resource Integration within Service-Dominant Logic (S-DL), Resource Dependence Theory, Resource Advantage Theory, and Resourcing. In this Editorial we compare Resource Interaction in Industrial Marketing and Purchasing (IMP) with these other perspectives, stressing both differences and complementarities. The comparison includes an explanation of why Resource Interaction in IMP is unique when utilized to explain the dynamics of change in business networks. We also introduce and synthesize seven new articles included in this Special Issue, all of which combine Resource Interaction in IMP with other theoretical perspectives in addressing themes such as supply chain management, entrepreneurship and innovation management. We conclude with a proposed agenda for further research, which provides extensive suggestions for underexplored empirical and conceptual themes.

Tunisini, Annalisa; Harrison, Debbie & Bocconcelli, Roberta (2023)

Handling resource deficiencies through resource interaction in business networks

Industrial Marketing Management, 109, s. 154- 163. Doi: 10.1016/j.indmarman.2022.12.016

This paper conceptualizes how to handle resource deficiencies due to disruption and turbulence in supply chains from an Industrial Marketing and Purchasing (IMP) perspective. A conceptual framework explores how three resource deficiencies, resource scarcity, resource quality, and lack of availability, impacts upon, and is mitigated via, resource interaction. There is a need for reconfiguring resources to cope with both temporary and permanent disruptions in handling resource deficiencies in complex, turbulent contexts. The three deficiencies can occur within a business network both separately and in combination. The paper outlines a dynamic capabilities perspective on resource deficiencies in business networks by linking resource interaction and capabilities. The reality of resource deficiencies requires a sense of urgency; they are disruptive and most likely unplanned. This challenges mainstream IMP understanding about the dynamics of resource development.

Harrison, Debbie; Munksgaard, Kristin B. & Prenkert, Frans (2022)

Coordinating Activity Interdependencies in the Contemporary Economy: The Principle of Distributed Control

British Journal of Management Doi: 10.1111/1467-8551.12650 - Full text in research archive

This study addresses the lack of knowledge about inter-organizational activity coordination in the contemporary economy. Existing understanding of economic coordination within inter-organizational research is based on the three modes of organization, market, and cooperative relationship. We extend the framework of Richardson that analyses specialization and complementarity within the industrial division of labour in terms of these three coordination modes. We propose a novel mode of coordinating economic activity, namely multi-actor arrangements, which is based on the coordination of very dissimilar yet complementary activities, grounded in the principle of distributed control. This fourth mode is necessary to explain contemporary phenomena such as the circular economy and blockchain because these involve interdependencies that were previously framed as too different or unrelated to coordinate. The extension is important because it changes our understanding of mixed-mode coordination. Our proposed fourth mode enables the conceptualization of how activity interdependencies are coordinated within inter-organizational relationships and networks undergoing transformation.

Prenkert, Frans; Hedvall, Klas, Hasche, Nina, Eklinder Frick, Jens, Abrahamsen, Morten H., Aramo-Immonen, Heli, Baraldi, Enrico, Bocconcelli, Roberta, Harrison, Debbie, Huang, Lei, Huemer, Lars, Kask, Johan, Landquist, Maria, Pagano, Alessandro, Perna, Andrea, Poblete, León, Ratajczak-Mrozek, Milena & Wagrell, Sofia (2022)

Resource interaction: Key concepts, relations and representations

Industrial Marketing Management, 105, s. 48- 59. Doi: 10.1016/j.indmarman.2022.05.008 - Full text in research archive

Flygansvær, Bente Merete; Bygballe, Lena Elisabeth & Harrison, Debbie (2021)

Hvordan få kraft i bærekraft?

Magma forskning og viten, nr 5, s. 104- 110. - Full text in research archive

Bærekraft er et ord som favner bredt. Faglitteraturen kaller det den tredelte bunnlinjen, der bærekraft skal gi positive gevinster på samfunns-, bedrifts- og individnivå. For bedrifter innebærer det at man skal realisere gevinster for bedriften selv, men også for miljøet og samfunnet. Denne kompleksiteten gjør det krevende å konkretisere og gjennomføre nye løsninger, og resultatet blir at bærekraft er noe det er lett å snakke om, men vanskelig å gjøre. I denne artikkelen tar vi utgangspunkt i et samarbeid mellom tre aktører om en ny løsning for bærekraftig massehåndtering[1] til og fra bygg- og anleggsprosjekter (BA) i Oslo. Gjennom å mobilisere sine respektive ressurser har aktørene utviklet en løsning som involverer gjenvinning av slike masser og mindre CO2-utslipp knyttet til transport av disse. Men aktørene har støtt på utfordringer i økosystemet rundt, og løsningen er enda ikke realisert. Vi diskuterer dette eksempelet i lys av et industrielt nettverksperspektiv og argumenterer for at mobilisering av ressurser på det vi kan kalle bedriftsnivå, ikke er tilstrekkelig for å realisere bærekraftige løsninger – det må også skje i det omliggende økosystemet. Mobilisering på bedriftsnivå kan imidlertid skape ny dynamikk og gi utviklingsmuligheter som på lengre sikt kan bidra til å realisere slike bærekraftige løsninger.

Bocconcelli, Roberta; Carlborg, Per, Harrison, Debbie, Hasche, Nina, Hedvall, Klas & Huang, Lei (2020)

Resource Interaction and Resource Integration: Similarities, Differences, Reflections

Industrial Marketing Management, 91, s. 385- 396. Doi: 10.1016/j.indmarman.2020.09.016 - Full text in research archive

The purpose of this paper is to provide a state-of-the-art comparison of the conceptualization of resources in ‘Resource Interaction’ (IMP) and ‘Resource Integration’ (SDL). Both are engaged with understanding how value is (co)-created, but with different emphases. Existing comparisons are limited and out of date. We trace how each has evolved over time by analyzing key developments. The focus of SDL has shifted from operant resources towards resource integration, and from a dyadic view towards ecosystem contexts. Within IMP, research takes a network perspective in investigating the nature of resource interaction in a variety of empirical contexts. An analysis of similarities and differences highlights key assumptions, the classification of resources, and the role for the actor. The comparison offers a thorough understanding of Resource Interaction and Resource Integration. The paper concludes by proposing suggestions for further research for Resource Interaction.

Harrison, Debbie; Hoholm, Thomas, Prenkert, Frans & Olsen, Per Ingvar (2018)

Boundary objects in network interactions

Industrial Marketing Management Doi: 10.1016/j.indmarman.2018.04.006

The purpose of this paper is to investigate the mediating role of boundary objects in interaction processes within business networks. From a single case study in the grocery retail industry, we find that such objects are used within interaction processes for collaboration, but are also used extensively for handling conflict, facilitating economic negotiations, and power execution. As such, network-level boundary objects do not require broad consensus by all the involved actors, but instead narrow consensus in a particular interaction process.

Aarikka-Stenroos, Leena; Jaakkola, Elina, Harrison, Debbie & Mäkitalo-Keinonen, Tiina (2017)

How to manage innovation processes in extensive networks: A longitudinal study

Industrial Marketing Management, 67, s. 88- 105. Doi: 10.1016/j.indmarman.2017.09.014

La Rocca, Antonella; Snehota, Ivan & Harrison, Debbie (2017)

Starting-up: relating to a context in motion

Aaboen, Lise; La Rocca, Antonella, Lind, Frida, Perna, Andrea & Shih, Tommy (red.). Starting Up in Business Networks Why Relationships Matter in Entrepreneurship

Harrison, Debbie & Kjellberg, Hans (2016)

How users shape markets

Marketing Theory, 16(4), s. 445- 468. Doi: 10.1177/1470593116652004

Dahle, Håkon; Aghanim, Nabila, Guennou, L., Hudelot, P., Kneissl, R., Pointecouteau, E., Beelen, Anita, Bayliss, M, Douspis, M., Nesvadba, N., Hempel, A., Gronke, Max Balthasar, Burenin, R., Dole, H., Harrison, Debbie, Mazzotta, P. & Sunyaev, R (2016)

Discovery of an exceptionally bright giant arc at z = 2.369, gravitationally lensed by the Planck cluster PSZ1 G311.65 - 18.48

Astronomy and Astrophysics (A & A), 590 Doi: 10.1051/0004-6361/201628297 - Full text in research archive

Geiger, Susi; Harrison, Debbie, Kjellberg, Hans & Mallard, Alexandre (2014)

Being Concerned about Markets

Geiger, Susi; Harrison, Debbie, Kjellberg, Hans & Mallard, Alexandre (red.). Concerned Markets: Economic Ordering for Multiple Values

Geiger, Susi; Harrison, Debbie, Kjellberg, Hans & Mallard, Alexandre (2014)

Concerned Markets: Economic Ordering for Multiple Values

Edward Elgar Publishing.

Olsen, Per Ingvar; Prenkert, Frans, Hoholm, Thomas & Harrison, Debbie (2014)

The Dynamics of Networked Power in a Concentrated Business Network

Journal of Business Research, 67(12), s. 2579- 2589. Doi: 10.1016/j.jbusres.2014.03.017

The purpose of this paper is to investigate the dynamics of networked power in a concentrated business network. Power is a long standing theme in inter-organizational research, yet there is a paucity of studies about how power emerges and is constructed over time at the network level. The paper adopts process, systems and network theory to interpret a rich single case study from the food industry. Three power mechanisms are identified, gatekeeping, decoupling and resource allocation, which form the basis of a model of networked power dynamics. Empirically tracing the dynamics of networked power highlights the economic contents of interactions. The paper extends current understandings of power as ‘conflict and coercion’ to include influencing, leveraging and strategic maneuvering in the actual performance of networked power.

Harrison, Debbie (2012)

Being a networking firm on a day-to-day basis: customer and suppier routines in the Global Fish case

The IMP Journal, 6(3), s. 267- 276.

Baraldi, Enrico; Gressetvold, Espen & Harrison, Debbie (2012)

Resource interaction in inter-organizational networks: Foundations, comparison, and a research agenda

Journal of Business Research, 65(2), s. 266- 276. Doi: 10.1016/j.jbusres.2011.05.030

Harrison, Debbie & Kjellberg, Hans (2010)

Segmenting a market in the making: Industrial market segmentation as construction

Industrial Marketing Management, 39(5), s. 784- 792. Doi: 10.1016/j.indmarman.2009.05.016

Harrison, Debbie; Holmen, Elsebeth & Pedersen, Ann-Charlott (2010)

How companies strategise deliberately in networks using strategic initiatives

Industrial Marketing Management, 39(6), s. 947- 955. Doi: 10.1016/j.indmarman.2010.06.014

In this paper we contend that there is little idiographic empirical research that considers the issue of deliberate networking action in full-faced network contexts. We address the issue through the use of strategic initiatives as a form of deliberate networking action. IMP research argues the ability of an organisation to manage in a network context that involves the pull of the network and the action of the individual organisation (Håkansson & Ford 2002; Möller & Halinen 1999; Möller & Svahn 2003; Ritter, Wilkinson & Johnston, 2004; Zolkiewski 2007). Yet the paradox logic reminds us that a firm still needs to act, to try and control and influence, to suggest ideas and initiatives, to set limits and to seek opportunities. Strategic initiatives allow for conscious strategising at the same time as ongoing adaptations in activities and resources occur. Based on two complementary case studies we suggest five approaches for deliberate strategising in full-faced network contexts. These are i) strategising based on network pictures in the absence of direct interaction, ii) strategising in the presence of a network audience, iii) strategising among deliberate equals, iv) strategising among imaginative equals, and v) strategising as open and absorptive bystander. The five approaches can be used separately or in combination.

Finch, John & Harrison, Debbie (2009)

How a new resource emerged in a network setting and how the emergence of new resource bound a network together

Håkansson, Håkan (red.). Use of science and technology in business

Harrison, Debbie & Finch, John (2009)

New Product Development When You Have To: Frames and Temporary Collaboration in Industrial Nets

The IMP Journal, 3(3), s. 35- 52.

Harrison, Debbie & Prenkert, Frans (2009)

Network strategising trajectories within a planned strategy process

Industrial Marketing Management, 38(6), s. 662- 670. Doi: 10.1016/j.indmarman.2009.05.012

Harrison, Debbie & Waluszewski, Alexandra (2008)

The Development of a User Network as a Way to Re-launch and Unwanted Product

Research Policy, 37(1), s. 115- 130.

Baraldi, E.; Brennan, R., Harrison, Debbie & Tunisini, A. (2007)

IMP and Strategic Management: A Comparative Approach

Industrial Marketing Management, 36, s. 879- 894.

Harrison, Debbie & Bygballe, Lena (2006)

Learning and routines in resourcing

Resourcing in Business Logistics. The Art of Systematic Combining, Jahre et al

Harrison, Debbie & Håkansson, Håkan (2006)

Activation in Resource Networks: a comparative study of ports

The journal of business & industrial marketing, 21(4), s. 231- 238.

Harrison, Debbie (2004)

Is a Long-term Business Relationship an Implied Contract?Two Views of a Relationship ?Disengagement?

Journal of Management Studies, 41(1), s. 107- 125.

Fleetwood, S.; Harrison, Debbie & Easton, G. (2004)

Temporally Embedded Case Comparison in Industrial NetworkResearch Temporally Embedded Case Comparison in Industrial NetworkResearch

Critical Realism and Management Studies

Harrison, Debbie & Easton, G. (2002)

Collective action in the face of International Environmental Legislation

Business Strategy and the Environment (BSE), 14, s. 143- 153.

Gadde, Lars-Erik; Håkansson, Håkan & Harrison, Debbie (2002)

Price in a Relational Context

Journal of Customer Behaviour, 1(2), s. 317- 334.

Harrison, Debbie; Prenkert, Frans, Hasche, Nina & Carlborg, Per (1)

Business networks and sustainability: Past, present and future

Industrial Marketing Management [Kronikk]

Baraldi, Enrico; Gressetvold, Espen & Harrison, Debbie (1)

Resource interaction in inter-organizational networks: Introduction to the special issue

Journal of Business Research [Kronikk]

Bygballe, Lena Elisabeth; Flygansvær, Bente Merete & Harrison, Debbie (2021)


[Academic lecture]. EGOS 2022.

Bygballe, Lena Elisabeth; Flygansvær, Bente Merete, Harrison, Debbie & Soldal, Olav B. (2021)

Hvordan få til sirkulær massehåndtering for bygg- og anleggsprosjekter i Oslo-området?

[Report]. BI Norwegian Business School.

Dette forprosjektet har hatt som formål å identifisere interessante aspekter og problemstillinger knyttet til spørsmålet: Hvordan kan man få til sirkulær massehåndtering til og fra bygg- og anleggsprosjekter i Oslo-området? For å svare på spørsmålet, har vi ved Handelshøyskolen BI gjennomført en casestudie av et konsept for massehåndtering på Grønlia i Oslo havn i regi Skanska Industrial Solutions (SIS) i samarbeid med Oslo Havn KF og AF Decom. Konseptet er fortsatt ikke realisert, og ligger til politisk klagebehandling etter avslag i plan- og bygningsetaten i Oslo kommune, men caset representerer et interessant eksempel på hva som skal til for å utvikle og implementere sirkulære løsninger for massehåndtering. I tillegg til Grønlia-konseptet, er det flere andre pågående initiativer som er satt i gang i løpet av de siste årene med tanke på å håndtere utfordringen med masser i Oslo-området. Dette vitner om at problemstillingen har blitt satt på agendaen, både på politisk- og næringsnivå samt blant ulike interessegrupper. Grønlia-caset må dermed sees på som en del av et større økosystem for massehåndtering i Oslo og omegn.

Hasche, Nina; Hedvall, Klas, Prenkert, Frans, Abrahamsen, Morten H., Aramo-Immonen, Heli, Baraldi, Enrico, Bocconcelli, Roberta, Carlborg, Per, Eklinder Frick, Jens, Harrison, Debbie, Huang, Lei, Huemer, Lars, Kask, Johan, Pagano, Alessandro, Perna, Andrea, Poblete, León, Ratajczak-Mrozek, Milena & Wagrell, Sofia (2020)

Resource Interaction: Towards a common understanding?

[Academic lecture]. IMP conference.

Bygballe, Lena Elisabeth; Flygansvær, Bente Merete & Harrison, Debbie (2020)

Initiating a circular network: ​ Quantifying monetary and carbon trade-offs in butterfly resource interactions

[Academic lecture]. 36th annual IMP conference.

Harrison, Debbie; Huemer, Lars, Andersen, Espen, Kolbjørnsrud, Vegard & Swärd, Anna (2018)

Deliberate network orchestration and deliberate non- network strategizing: Developing seamless travel experiences.

[Academic lecture]. IMP Marseilles.

Harrison, Debbie & Huemer, Lars (2016)

Network strategizing: A resource analysis

[Academic lecture]. IMP conference.

Huemer, Lars; Andersen, Espen & Harrison, Debbie (2016)

Innovations in mediating technologies and the reduction of sequential frictions:Building seamless travel networks

[Academic lecture]. Strategic Management Society conference.

Bygballe, Lena Elisabeth; Harrison, Debbie, Hoholm, Thomas, La Rocca, Antonella & Olsen, Per Ingvar (2015)

Interaction as a process: An expanded view of the ‘spiral’?

[Academic lecture]. Theory and methods implications of industrial network research.

Cheng, Caroline Y & Harrison, Debbie (2014)

How do managers work strategically with procurement and selling using strategy tools?

[Academic lecture]. 30th Industrial Marketing & Purchasing Conference.

Holmlund, Maria; Ryan, Annmarie, Tähtinen, Jaana, Edvardsson, Bo Åke, Grønhaug, Kjell, Halinen, Aino, Harrison, Debbie, Havila, Virpi, Renström, Helena, Salmi, Astra & Strandvik, Tore (2013)


[Academic lecture]. IMP2012.

Olsen, Per Ingvar; Harrison, Debbie, Prenkert, Frans & Hoholm, Thomas (2011)

Boundary objects in multi-actor interactions within tightly structured networks

[Academic lecture]. The IMP Conference 2012.

Olsen, Per Ingvar; Harrison, Debbie, Prenkert, Frans & Hoholm, Thomas (2011)

Power Games in Networks

[Academic lecture]. The IMP Conference 2011.

Gressetvold, Espen & Harrison, Debbie (2009)

The Interacting University

[Academic lecture]. Johan Arndt konferansen.

Harrison, Debbie & Prenkert, Frans (2008)

Network Strategising Trajectories in a Planned Strategy Process

[Academic lecture]. 24th Annual IMP Conference.

Jahre, Marianne; Gadde, Lars-Erik, Håkansson, Håkan, Harrison, Debbie & Persson, Göran (2006)

Resourcing in Business Logistics - The art of systematic combining

[Scientific book]. Liber.

Harrison, Debbie (2004)

IMP: Past, Present and Future

[Academic lecture]. 20th IMP Conference.

Harrison, Debbie & Waluszewski, Alexandra (2004)

Co-creation of user networks and new resources

[Academic lecture]. 20th IMP Conference.

Håkansson, Håkan; Harrison, Debbie & Waluszewski, Alexandra (2004)

Rethinking marketing : developing a new understanding of markets

[Scientific book]. John Wiley & Sons.

Bygballe, Lena & Harrison, Debbie (2003)

Relationship Dissolution Understood in terms of Learning Barriers

[Academic lecture]. 19th IMP Conference.

Harrison, Debbie (2002)

Relationship Continuity after a Court Case

[Academic lecture]. British Academy of Management Conference.

Harrison, Debbie & Håkansson, Håkan (2002)

Resource Networks

[Academic lecture]. IMP Perth Conference.

Gadde, Lars-Erik; Håkansson, Håkan & Harrison, Debbie (2002)

Price as an Empirical Phenomenon

[Academic lecture]. 18th IMP Conference.

Academic Degrees
Year Academic Department Degree
1998 Lancaster University Ph.D Dr. Philos.
1994 Liverpool John Moores University Bachelor
Work Experience
Year Employer Job Title
2004 - Present BI Norwegian Business School Associate Professor
2001 - 2004 BI Norwegian Business School Post doctoral researcher
1998 - 2001 Lancaster University Assistant Professor