I have most of my education from the Norwegian School of Economics in Bergen. During my PhD studies I also spent a year at Harvard. I have been at BI since 1999, from 2008 I was appointed full professor, and from 2012 I have been Head of Department.
Research areas
MY research interest is strategic alliances, particularly how they develop over time, and international management where I have looked into headquarter activities.
Teaching areas
Teaching includes International Management at the Executive Master of Management, International Business in our BI/Fudan MBA Program, Strategic Management in Singapore as well as Internorganizational Relations at MSc and PhD levels.
How should a multinational enterprise (MNE) shape its own agility in response to the environments in which it operates? In this paper we argue that proactive investments in switching-flexibility, e.g., to facilitate future relocations of production assets, can be a powerful tool for handling international business (IB) volatility. If options to invest in future flexibility are exercised strategically, international relocation may become a more frequent phenomenon in high than in low volatility industries. This prediction contrasts the value-of-waiting recommendation of the classical real options literature, which suggests that relocation becomes less frequent if volatility is high. The differences in predictions stem from a change in perspective—from exogenous flexibility in the classical literature to endogenous flexibility in this study. Optimal proactive investments in future agility increase the value of a firm and enhance the firm’s ability to handle risk. This suggests that MNEs operating in volatile and competitive international markets typically become more agile than firms operating in stable environments. The paper’s proposition is supported by illustrative cases from ocean industries and by a real options model with endogenous reversibility. The model shows that optimal proactive investments in flexibility may tighten the entry and exit threshold spread for higher volatility.
Andersson, Ulf; Benito, Gabriel R G, Lunnan, Randi & Tomassen, Sverre (2025)
Why some are less willing to share: Competitive domains and knowledge transfer in multi-unit organizations
Ship design is a creative process serving a defined objective. This is normally an iterative process with the design being corrected and adjusted many times until it satisfies this objective. Ship design is taking place in a broader business context consisting of stakeholders providing necessary resources and information to enable the realization of a vessel newbuilding project. Activities performed by different actors, such as customers, suppliers and brokers, are organized by and integrated into a ship design firm. This paper addresses and discusses different ways of organizing integrated design-related activities to deliver on the firm´s value proposition. A value proposition denotes the promised value to a selected customer, and through its value proposition, a ship design firm provides “superior” solutions to a customer’s needs. To enable this solution, a design firm draws on its current resources, including its past knowledge and experiences, and uses these resources in different types of processes, and – in different ways of collaborating with internal and external actors and specialists. In this paper, we draw on approaches from the field of business strategy to understand implications and trade-offs in different logics of value creation processes, how they can be applied in ship design firms, and their implications.
Relationships between subsidiary managers and headquarters (HQ) have been investigated through various research methods in the international management field. The diary method is an experience-based research method that helps to tap into the actions, reactions, and emotions of managers working in the international domain. To our knowledge, no study has shed light on subsidiary-headquarters relations using insights from subsidiary managers’ diaries. We introduce the diary method to international management research and present an illustrative study on subsidiary-HQ relations, based on diaries written by fourteen subsidiary managers. We note that subsidiary managers display multiple types of emotions when dealing with their corporate HQ. We discuss how the diary method can enrich international management research, and in particular studies on multi-level subsidiary-HQ relations. Based on our illustrative study, we propose guidelines for using the diary method in the international management field by providing insights into the diary study preparation, the collection of diary data, and data analysis.
Lunnan, Randi & Rygh, Asmund (2024)
State-owned enterprises
, s. 364- 367.
Tulder, Rob Van; Grøgaard, Birgitte & Lunnan, Randi (2024)
Walking the talk? : MNEs transitioning towards a sustainable world
Across the globe, concerns escalate about the effects of greenhouse gas emissions on global climate conditions, implications on global trade from pandemics, and the destruction of ecosystems from the exploitation of limited and non-replaceable global resources. Politicians and businesses alike agree that something must be done, the question is what, how, when, and by whom? What should firms do to reduce their carbon footprint while continuing to secure jobs and profits? When should firms make decisions to transform their businesses given the uncertainty of markets as well as the lack of clear guidance from global institutions? In this volume we ask: Are we actually walking the talk?
This volume includes select contributions from the 2022 EIBA conference in Oslo, as well as a number of invited contributions. The book is a tribute to Professor Alain Verbeke who has contributed substantially to the theme of ‘walking the talk’ in the IB community. The chapters in this volume illustrate a broad spectre of research questions and ways to answer them within the IB community that provide evidence that many types of actors are taking – or can take - steps to actually “walk the talk”. The contributions also show, however, that MNEs face considerable challenges to make their ambitions real, which in turn presents a challenge for IB scholarship to develop relevant and robust analytical approaches to cover the transition problems that MNEs face.
Colman, Helene Loe & Lunnan, Randi (2024)
The performance serial acquirers: a review and integrative framework
Serial acquirers take on multiple acquisitions as part of an acquisition program. Recently, serial acquirers have received scholarly attention from several streams of research. In this chapter, the authors review this research, focusing on the antecedents, processes, and performance of serial acquisitions. The authors develop a conceptual model that integrates the various streams of research. Based on this review, the authors argue that future research on serial acquirers should consider the complexity of integrating multiple acquisitions, by broadening the scope to include the organizational implications and long-term consequences when evaluating the performance of serial acquirers.
What are the implications of finance and knowledge flows for MNE strategy? In this perspective paper, we discuss the antecedents and implications of HQ-subsidiary financial and knowledge flows. These flows differ, as the deployment of knowledge hinges on numerous contextual characteristics, whereas financial flows are relatively fungible. The complexity and diversity of knowledge resources make their transfer sensitive to several subsidiary-level characteristics such as R&D mandates, location, and inter-unit interdependencies. In contrast, financial resource flows are relatively easier to measure and directly compare across domains. Hence, they are likely to be allocated primarily on risk considerations, notably the equity control over the subsidiary. Both flows are needed for subsidiaries to succeed. Based on the interrelations of knowledge and financial resources flows into the subsidiaries, four types of subsidiary roles are categorized: strategic growth, interrelated, diversified, and independent. We discuss implications on subsidiary competitiveness and MNE risk and point to future research avenues addressing the dynamic and interrelated flows of both these resources.
Andersson, Ulf; Benito, Gabriel R G, Lunnan, Randi & Tomassen, Sverre (2023)
Why Some are Less Willing to Share:Competitive Domains and Knowledge Transfer in Multi-Unit Organizations
We identify and conceptualize the phenomenon of subsidiary-building acquisitions. International acquisitions provide a powerful means for multinational corporations (MNCs) to grow their existing subsidiaries. The integration of subsidiary-building acquisitions involves a triad of actors: the MNC, the existing subsidiary, and the target. However, extant research emphasizes international acquisitions as a cross-border phenomenon, focusing in a limited way on the foreign acquirer–local target dyad, thus ignoring the complexities of subsidiary-building acquisitions. Through a qualitative study of a Norwegian target acquired by a French MNC with an existing Norwegian subsidiary, we find that subsidiary-building acquisitions involve tensions between autonomy and integration in two distinct and interrelated integration processes: local integration and cross-border integration. We uncover how pressures for autonomy in one process counter-intuitively trigger pressures for integration in the other. These dynamics fuel headquarters–subsidiary relationships and subsidiary cohesion, the two components of social integration in subsidiary-building acquisitions. By unearthing the underexplored phenomenon of subsidiary-building acquisitions, we provide novel insights into the complexities of international acquisitions. We bridge the merger and acquisition (M&A) and MNC literatures, thus paving the way for research on international acquisitions to move beyond the acquirer–target dyad to understand their implications for MNCs.
How does an acquisition initiated by a firm's alliance partner affect the value that the firm can create and capture from its alliance with that partner? We conjecture that the similarity between the businesses of the firm and its partner's acquisition target restricts the firm's ability to create and capture value from its alliance, whereas the complementarity between their businesses enhances the firm's gain from its alliance. We further expect relational embeddedness between the firm and its partner to mitigate the competitive tension associated with similarity while reinforcing synergies ascribed to complementarity. Our analysis of 361 firms and their 590 alliances with 91 partners that acquired 164 targets during 2000–2016 supports our predictions about business similarity and complementarity but refutes those concerning relational embeddedness.
Colman, Helene Loe & Lunnan, Randi (2022)
Pulling Together While Falling Apart: A Relational View on Integration in Serial Acquirers
n this paper, we bring to the fore the role of relationships in serial acquirers. Through an in-depth, qualitative, longitudinal study, we explore how engaging in sequential and overlapping processes of postacquisition integration impairs the integration capabilities of serial acquirers. We identify how the relational dynamics that follow each individual integration initiative impede the ability of acquiring firms to operate business as usual, as well as to integrate new targets. Our study offers deep insight into the complexities of serial acquisitions, by conceptualizing the nature and composition of integration capabilities, and the role of relationships in organizations undergoing frequent changes. Based on our findings, we assert that relationships deserve more attention in serial acquisitions; they serve as mechanisms that provide the social fabric of coordination and capability development.
Lavie, Dovev; Lunnan, Randi & Truong, Binh T. Minh (2020)
How Does a Partner's Acquisition Affect the Value of the Alliance?
Our study examines how a partner’s acquisition affects the value created and captured by the firm given the nature of its associations with the partner and with the partner’s acquisition target. We conjecture that business similarity between the firm and the acquisition target undermines value creation and capture, whereas business complementarity with that target creates value. We then contend that the relational embeddedness between the firm and its partner mitigates the negative effect of business similarity with the target while reinforcing the positive effect of their complementarity. Using an event study methodology, our analysis offers support to the opposing effects of business similarity and complementarity, but counters the predictions relating to the moderating effects of relational embeddedness. We conclude that if a partner acquires a target that competes with the firm, this indicates the breakdown of trust in their embedded relationship and creates a risk of knowledge spillover, which undermines the firm’s value creation and capture from the alliance. In addition, relation-specific routines can become rigid, which may prevent the firm from leveraging the complementary resources of the partner’s acquisition target.
Amdam, Rolv Petter Storvik; Lunnan, Randi, Bjarnar, Ove & Halse, Lise Lillebrygfjeld (2020)
Keeping up with the neighbors: The role of cluster identity in internationalization
This paper explores the implications of the collective identity of a regional cluster on firms’ internationalization. Prior research has established the value of cluster “insidership” through access to knowledge and resources. Through a longitudinal study, we find that cluster identity, through distinct identity claims, provides imperatives and shapes the motivation of firms to internationalize. These imperatives, we argue, stem from cluster identity seen as defined features of regional collectives, extending reference theory to encompass the role of social cues from similar firms located geographically close. The imperatives are particularly salient in the early stages of firms’ internationalization, adding the role of cluster identity to explain the differences between inexperienced and experienced firms in internationalization.
Keywords: Cluster identity; Internationalization; Multinational enterprise; Longitudinal study.
Lunnan, Randi; Tomassen, Sverre, Andersson, Ulf & Benito, Gabriel R G (2019)
Dealing with headquarters in the multinational corporation: a subsidiary perspective on organizing costs
This study examines how subsidiaries in multinational corporations (MNCs) experience interactions with corporate headquarters. We conceptualize such interactions in terms of organizing costs, focusing on two key types of costs: bargaining costs and information costs. Specifically, we examine how distance, coordination mechanisms, and atmosphere influence the level of organizing costs in the headquarter-subsidiary relationship. Using survey data collected among 104 subsidiary managers in two MNCs, we show that relationship atmosphere significantly reduces both types of organizing costs, whereas distance increases bargaining costs. We also find that centralization and formalization reduce information costs, whereas social integration, contrary to our hypothesis, increases bargaining costs.
Lunnan, Randi & McGaughey, Sara L (2019)
Orchestrating international production networks when formal authority shifts
We investigate how a brand-owning MNE can orchestrate its international production network following a loss of formal authority and a shift in ‘hub firm’ status to another member of the network. Our empirical material is drawn from a case study of a Norwegian shipbuilder who, despite formal authority shifting to another network member, faces a continuing imperative to coordinate and safeguard exchanges to ensure that network-wide performance objectives are met. We illuminate what mechanisms are used by a network orchestrator with limited formal authority, when they are used, and by whom they are developed and deployed. Our findings question theorizations that assume a single, stable orchestrator, and that give primacy to the ‘executive suite’. We show network orchestration as contingent and underpinned by adaptations, interdependencies and tensions.
Benito, Gabriel R G & Lunnan, Randi (2019)
Voyages of a Scholar: Navigating Companies, Channels, and Clusters
Lunnan, Randi; Tomassen, Sverre & Benito, Gabriel R G (2016)
Exploring Subsidiaries’ Perceptions of Corporate Headquarters: Subsidiary Initiatives and Organizing Costs
Purpose:
With the disaggregation and fine-slicing of global value chains, offshoring and outsourcing has become increasingly relevant for many MNEs. The purpose of this chapter is to understand the value creation of the receiving partner of outsourcing activities. This is a firm that will have many outsourcing alliances with partners, and one perspective to frame these alliances is the alliance portfolio perspective. We ask – how can a firm on the receiving end of outsourcing create value through the management of its alliance portfolio?
Methodology/approach:
Through a case study of a company supplying products to manufacturing industries, we investigate ways in which the company adds value for customers through different models of customer integration. Applying an alliance portfolio perspective, we study benefits of grouping alliances with customers and suppliers.
Findings:
Whereas most studies of alliance portfolios have focused on value creation within a portfolio, we find that the mediating capability of coordinating between groups or portfolios of alliances is critical. We also see that the risk aspect is important for firms receiving outsourcing activities.
Research limitations/implications:
Our findings have implications for the strategy and organization of the mediating firm on the receiving end of outsourcing. We have only data from one firm, and therefore our findings need to be tested further.
Practical implications:
Our findings have implications for managers organizing large alliance portfolios to include risk and mediation capabilities.
Originality/value:
The chapter uses original in-depth data.
Benito, Gabriel R G; Lunnan, Randi & Tomassen, Sverre (2014)
The virtue of in-between pragmatism-a balancing act between responsiveness and integration in a multinational company
To improve control and coordination with operations in distant locations, multinational enterprises (MNEs) establish regional headquarters (RHQs). The number of RHQs in Shanghai registered with the Shanghai Municipal Commission of Commerce has increased from 154 in 2006 to more than 400 in 2012. Managing knowledge constitutes one of the major strategic advantages of an MNE, but little is known about RHQs and their role in MNE knowledge flows. Based on interviews with regional, subsidiary, and global managers, we explore knowledge flows involving the RHQ. Our data suggest that RHQs can have a role in inflows and outflows of knowledge, and that this involvement is influenced by RHQ management, structure, and position within the subsidiary network. [ABSTRACT FROM AUTHOR]
Colman, Helene Loe & Lunnan, Randi (2013)
Økt effektivitet - eller det motsatte : serieoppkjøp
16(6) , s. 62- 70.
Tomassen, Sverre; Benito, Gabriel R G & Lunnan, Randi (2012)
Governance costs in foreign direct investments: A MNC headquarters challenge
According to transaction cost and internalization theories of multinational enterprises, companies make foreign direct investments (FDI) when the combined costs of operations and governance are lower for FDI than for market or contract based options, such as exports and licensing. Yet, ex post governance costs remain a conjectural construct, which has evaded empirical scrutiny, and the lack of focus on the implications of these costs constitutes a challenge for management in multinational companies (MNCs). What effects does the ensuing establishment of subsidiaries abroad have in terms of governance costs? What factors drive these costs? We hypothesize that such costs are driven by external contingencies as well as factors that characterize a particular company headquarters-subsidiary relationship. Using survey data from Norwegian MNCs, this study investigates 159 MNC-subsidiary relationships. Overall, our framework is corroborated by the data.
This study tells the story of two acquisitions made by a company the authors call Multifirm. Multifirm acquired two targets, Datagon and Teknico. The Datagon employees immediately identified with Multifirm, and the integration process was characterized by few conflicts and satisfied employees. The Teknico employees, on the other hand, failed to identify with Multifirm, and the integration process was fraught with disruptions and conflicts. Contrary to the conventional wisdom of identity threats, Multifirm reported that more value was created from the acquisition of Teknico than from Datagon. In this article, we try to understand why this was the case.
Swärd, Anna Sundberg & Lunnan, Randi (2011)
Does it Matter Who Trusts? A Multilevel Approach to Trust in an Alliance
, s. 109-134- 109-134.
Lunnan, Randi; Benito, Gabriel R G & Tomassen, Sverre (2011)
Moving Abroad: Factors that motivate foreign location of headquarter activities
Motivating employees to stay: a study of Norwegian firms in China
Lunnan, Randi; Lunnan, Randi, Haugland, Sven A. & Haugland, Sven A. (2008)
Predicting and measuring alliance performance: A multidimensional analysis
29(5) , s. 545- 556.
The strategic alliance literature demonstrates that alliances create value for the partners, but also that many alliances fall short of expectations. This study addresses the complex issue of alliance performance. We follow one hundred contractual alliances over a five-year period, and study their performance in terms of: abrupt termination, short-term, and long-term performance. The results indicate that alliances that are considered strategically important are less likely to be abruptly terminated. We also find that newly established alliances have a higher termination rate than older alliances. Short-term performance is primarily affected by access to complementary and strategically important resources, whereas long-term performance is related to specific investments in human capital combined with the partners¿ ability to develop and expand alliance activities over time.
Becerra, Manuel; Lunnan, Randi & Huemer, Lars (2008)
Trustworthiness, Risk, and the Transfer of Tacit and Explicit Knowledge Between Alliance Partners
Lervik, Jon Erland; Amdam, Rolv Petter, Hennestad, Bjørn, Lunnan, Randi & Nilsen, Sølvi M. (2005)
Implementing Human Resource Development Best Practice: Replication or Re-creation?
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
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.
Nilsen, Sølvi M.; Hennestad, Bjørn, Fergestad, Ingvald, Lervik, Jon Erland, Lunnan, Randi & Traavik, Laura E Mercer (2004)
Handlingsförlamad av dubbla budskap - dubbelbindingar i organisationer
(2) , s. 29- 39.
Huemer, Lars; Becerra, Manuel & Lunnan, Randi (2004)
Organizational identity and network identification: Relating within and beyond imaginary boundaries
20(1/2) , s. 53- 74.
Lervik, Jon Erland & Lunnan, Randi (2004)
Contrasting Perspectives on the Diffusion of Management Knowledge - Performance Management in a Norwegian Multinational
35(3) , s. 287- 302.
Lunnan, Randi & Barth, T. (2003)
Managing the Exploration vs. Exploitation Dilemma in “Alliance Bridging Teams"
38(2)
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
26(6) , s. 274- 282.
Lunnan, Randi; Løwendahl, Bente R. & Wenstøp, Fred (2002)
Ekstern Analyse
Amdam, Rolv Petter; Hennestad, Bjørn, Lunnan, Randi, Nilsen, Sølvi M. & Lervik, Jon Erland (2001)
Standardisering - en hemsko for fornyelse?
Andersson, Ulf; Benito, Gabriel R G, Lunnan, Randi & Tomassen, Sverre (2020)
The Puzzling Effects of Social Integration on Knowledge Transfer
[Conference Lecture]. Event
Colman, Helene Loe; Rouzies, Audrey & Lunnan, Randi (2019)
The national vs the local: Dual social integration in cross-border acquisitions
[Conference Lecture]. Event
Lunnan, Randi; Tomassen, Sverre, Andersson, Ulf & Benito, Gabriel R G (2018)
The down side of social integration: A discussion of precarious HQ-subsidiary relations and knowledge transfer
[Conference Lecture]. Event
Lunnan, Randi (2018)
Strategi
[Textbook].
Lunnan, Randi; Tomassen, Sverre, Benito, Gabriel R G & Andersson, Ulf (2017)
The Darker Side of Social Integration: A Discussion of Bargaining Costs and Knowledge Transfer
[Conference Lecture]. Event
Tomassen, Sverre; Lunnan, Randi, Andersson, Ulf & Benito, Gabriel R G (2017)
The Dark Side of Social Integration: Knowledge Transfer, Bargaining, and Social Integration Mechanisms
[Conference Lecture]. Event
Lunnan, Randi; Tomassen, Sverre, Andersson, Ulf & Benito, Gabriel R G (2016)
Governance and the Roles of Distance, Coordination, and Relationship Atmosphere in the MNC: A View from the Periphery
[Conference Lecture]. Event
Lunnan, Randi; Tomassen, Sverre, Andersson, Ulf & Benito, Gabriel R G (2016)
A Subsidiary Perspective on Organizing Costs in Multinational Corporations: The Roles of Distance, Coordination and Relationship
[Conference Lecture]. Event
Lunnan, Randi; Škerlavaj, Miha, Flagstad, Anne & Faraz, Elishia (2015)
Achieving Change Excellence
[Lecture]. Event
Amdam, Rolv Petter Storvik; Lunnan, Randi, Bjarnar, Ove & Halse, Lise Lillebrygfjeld (2015)
The in-between firm specific and country factors : the role of clusters in internationalization decisions
[Conference Lecture]. Event
Benito, Gabriel R G; Rygh, Asmund & Lunnan, Randi (2015)
Internationalization-performance relationship: The moderating roles of state and foreign ownership
[Conference Lecture]. Event
Colman, Helene Loe; Rouzies, Audrey & Lunnan, Randi (2014)
Social integration; the role of local and national identity claims
[Lecture]. Event
Andersson, Ulf; Benito, Gabriel R G & Lunnan, Randi (2014)
Costs and Performance Implications from HQs Intervention in Subsidiaries’ Affairs
[Conference Lecture]. Event
Colman, Helene Loe & Lunnan, Randi (2014)
Between acquisition experience and performance: impediments to acquirers’ integration capabilities
[Lecture]. Event
Fjeldstad, Øystein D. & Lunnan, Randi (2014)
Strategi
[Textbook].
Swärd, Anna Sundberg & Lunnan, Randi (2014)
Cross-level influences of trust in fixed duration alliances
[Conference Lecture]. Event
Benito, Gabriel R G; Lunnan, Randi & Tomassen, Sverre (2013)
The virtue of in-between pragmatism – A balancing act between responsiveness and integration in a multinational company
[Conference Lecture]. Event
Benito, Gabriel R G; Rygh, Asmund & Lunnan, Randi (2013)
Ownership, internationalization and performance
[Conference Lecture]. Event
Benito, Gabriel R G; Rygh, Asmund & Lunnan, Randi (2013)
Ownership, internationalization and performance
[Conference Lecture]. Event
Benito, Gabriel R G; Rygh, Asmund & Lunnan, Randi (2013)
Ownership, internationalization and performance
[Conference Lecture]. Event
Colman, Helene Loe; Rouzies, Audrey & Lunnan, Randi (2012)
Social integration post-acquisition: how identity claims demarcate and compound
Co-evolution of Knowledge Transfer and Absorptive Capacities in Emerging Market Acquisitions
[Conference Lecture]. Event
Colman, Helene Loe; Hydle, Katja Maria & Lunnan, Randi (2012)
Who we are and what we do: strategizing and identity work in post-acquisition integration
[Conference Lecture]. Event
Lunnan, Randi; Benito, Gabriel R G & Tomassen, Sverre (2011)
Foreign location and relocation of headquarter activities over time
[Conference Lecture]. Event
Tomassen, Sverre; Benito, Gabriel R G & Lunnan, Randi (2011)
Governance costs in foreign establishment modes: A MNC headquarters puzzle
[Conference Lecture]. Event
Tomassen, Sverre; Benito, Gabriel R G & Lunnan, Randi (2011)
Governance costs in foreign establishment modes: A MNC headquarters puzzle
[Conference Lecture]. Event
Lunnan, Randi & Ieva, Martinkenaite (2011)
Co-evolution of Knowledge Transfer and Absorptive Capacities in Emerging Market Acquisitions
[Conference Lecture]. Event
Tomassen, Sverre & Lunnan, Randi (2009)
Knowledge Transfer and Role Changes
[Conference Lecture]. Event
Lunnan, Randi (2009)
Desperately seeking the right model: Role changes in a service organization
[Conference Lecture]. Event
Lunnan, Randi; Benito, Gabriel R G & Tomassen, Sverre (2009)
Leaving the Periphery: The Location of Division Headquarters among Large Norwegian Companies, 2000-2006
[Conference Lecture]. Event
Tomassen, Sverre; Lunnan, Randi & Hydle, Katja Maria (2008)
Global Management in Service Firms - The Role of Linkages
[Conference Lecture]. Event
Benito, Gabriel R G; Lunnan, Randi, Tomassen, Sverre & Listra, Enn (2008)
Leaving the Periphery: The Location of Division Headquarters among Large Norwegian Companies, 2000-2006", International Business and the Catching-up Economies: Challenges and Opportunities
[Conference Lecture]. Event
Benito, Gabriel R G; Lunnan, Randi & Tomassen, Sverre (2008)
Leaving the Periphery: The Location of Division Headquarters among Large Norwegian Companies, 2000-2006
[Conference Lecture]. Event
Tomassen, Sverre; Benito, Gabriel R G & Lunnan, Randi (2008)
Leaving the Periphery: The Location of Division Headquarters among Large Norwegian Companies, 2000-2006
[Conference Lecture]. Event
Hydle, Katja Maria & Lunnan, Randi (2008)
Intra-organizational Service Practices in International Professional Service Firms
[Conference Lecture]. Event
Benito, Gabriel R G; Lunnan, Randi & Tomassen, Sverre (2008)
Leaving the Periphery: The Location of Division Headquarters among Large Norwegian Companies, 2000-2006
[Conference Lecture]. Event
Hydle, Katja Maria & Lunnan, Randi (2008)
Transnational Collaboration Practices in Project Phases: The Use of Social Capital in IPSFs
[Conference Lecture]. Event
Tomassen, Sverre & Lunnan, Randi (2008)
Knowledge transfer, role changes, and social capital - a case study of an international professional service firm
Fra operativ til strategisk internasjonalisering: En studie av store norske selskapers utflytting av divisjonshovedkontorer
[Report Research].
Forskningsrapporten presenterer funnene fra en undersøkelse av utflytting av hovedkontorer for divisjoner og forretningsområder for selskaper som er børsnotert i Norge. Mens den tradisjonelle internasjonaliseringen – knyttet til salg og produksjon i utlandet – er godt beskrevet og velforklart i litteraturen gjennom et etter hvert betydelig antall teoretiske og empiriske studier av selskapers grenseoverskridende aktiviteter, finnes det få studier av selskapers utflytting av strategiske enheter og funksjoner, så som deres hovedkontorer. Vi utvikler en forskningsmodell der tilbøyeligheten til å flytte divisjonshovedkontorer blir forklart gjennom selskapsfaktorer, eierskapsfaktorer, og bransjeaktorer. Den empiriske delen av undersøkelsen bygger på to casestudier så vel som et paneldatasett over 30 av de største børsnoterte selskapene i Norge gjennom perioden 2000-2006. Hovedkonklusjonene i studien er at både i absolutt og relativ betydning blir hovedkontorfunksjoner for norske selskaper i utlandet betydelig viktigere i løpet av disse årene, og eierskapsaktorene er samlet sett de som best predikerer hvorvidt utflytting skjer eller ikke. Statlig og konsentrert eierskap motvirker utflytting, men mot forventning finner vi at utenlandsk eierskap ikke fører til økt utflyttingstilbøyelighet.
Activity linkages in a service MNE: Control,coordination and location
[Conference Lecture]. Event
Amdam, Rolv Petter; Lunnan, Randi & Ramanauskas, Gediminas (2007)
FDI and the Transformation from Industry to Service Society in Emerging Economies: A Lithuanian - Nordic Perspective
[Professional Article]. 51(1) , s. 22- 28.
Traavik, Laura E. Mercer & Lunnan, Randi (2005)
Is Standardization of Performance Appraisal Perceived as Fair Across Cultures
[Conference Poster]. Event
Lunnan, Randi; Lunnan, Randi, Traavik, Laura E Mercer, Traavik, Laura E Mercer & Ness, Håvard (2004)
Initial alliance negotiations
[Conference Lecture]. Event
Traavik, Laura E Mercer; Traavik, Laura E Mercer, Ness, Håvard, Lunnan, Randi & Lunnan, Randi (2004)
Alliances: Should we send teams or solos in order to create climates of trust?
[Conference Lecture]. Event
Amdam, Rolv Petter & Lunnan, Randi (2004)
FDI and the transformation from industry to service society in emerging economies: A Lithuanian - Nordic perspective
[Conference Lecture]. Event
Lunnan, Randi; Lunnan, Randi, Ness, Håvard, Traavik, Laura E Mercer & Traavik, Laura E Mercer (2003)
Cohesion, Information Sharing and Outcomes in Alliance Intra- and Interteam Interaction
[Conference Lecture]. Event
Lunnan, Randi; Lunnan, Randi, Ness, Håvard, Traavik, Laura E Mercer & Traavik, Laura E Mercer (2003)
Information sharing within and between alliance teams: Tight teams and loose alliances?
[Conference Lecture]. Event
Huemer, Lars; Becerra, Manuel & Lunnan, Randi (2002)
Organisational Identity and Network Identification: Creating and Perceiving Imaginary Boundaries
[Conference Lecture]. Event
Huemer, Lars; Becerra, Manuel & Lunnan, Randi (2002)
Organisational identity and network identification: Implications for network effectiveness, legitimacy and cooperation
[Conference Lecture]. Event
Lunnan, Randi; Lunnan, Randi, Haugland, Sven A. & Haugland, Sven A. (2002)
Survival, Short-Term and Long-Term Performance of Strategic Alliances
[Report Research].
Can we predict which alliances that will terminate, and which alliances that will be successful over time? This is the core research question raised in this paper. By reviewing transaction cost economics, the resource-based view of strategy, and the relational contracting perspective, we derive at important alliance characteristics that these perspectives suggest as important for understanding alliance success and failure. Our hypotheses were tested on one hundred strategic alliances from the Norwegian manufacturing sector covering a five-year period. The results show that strategic alliances based on access to strategic important resources were less likely to terminate abruptly. We also found that newly established alliances had a higher termination rate than older alliances, indicating that alliances go through different phases of termination risk. Short-term performance was primarily affected by factors such as getting access to complementary and strategic important resources, whereas long-term performance was be related to the partners’ ability to extend and develop the alliance.
Lunnan, Randi; Lunnan, Randi, Haugland, Sven A. & Haugland, Sven A. (2002)
Survival, Terminatin and Performance of Strategic Alliances
[Conference Lecture]. Event
Lunnan, Randi; Huemer, Lars & Becerra, Manuel (2001)
Change options through network relations
[Conference Lecture]. Event
Lunnan, Randi; Lunnan, Randi, Haugland, Sven A. & Haugland, Sven A. (2001)
Corporate Responses and Alliance Development over Time
[Conference Lecture]. Event
Traavik, Laura E. Mercer; Lervik, Jon Erland Bonde, Lunnan, Randi & Amdam, Rolv Petter Storvik (2001)
What is repatriate competence?
[Conference Lecture]. Event
Lervik, Jon Erland; Amdam, Rolv Petter, Lunnan, Randi & Traavik, Laura Mercer (2000)
Organizational recipes and Management Practice in Multinational Corporations
[Report Research].
In this paper we explore potential factors explaining how organizational recipes are spread within Multinational Companies. Implementation of organizational recipes has become a widespread phenomenon, but most current research have focused on diffusion between companies and not within companies. We distinguish between formal adoption and putting a recipe to use, i.e. whether the concept leads to changes in work processes and management practice. We develop a number of propositions, where we aim to explain spreading by the following factors: i) Role of the corporate center as a change agent, ii) Recipient units’ previous experience with organizational concepts, and iii) National culture of recipient units.
Reve, Torger; Stokke, Per R & Lunnan, Randi (1995)
