Faculty Profile

Sebastiano Lombardo

Adjunct Associate Professor - Department of Strategy and Entrepreneurship

Biography

I am Adjunct Associate Professor at BI Norwegian Business School and guest lecturer at the Universities of Cagliari (IT), Palermo (IT), Catania (IT) and and Highschool of Oslo and Akershus (NO).
My research is focused on strategy, value co-creation and creative work processes.
I do supervise master thesis students and PhD candidates.

I work as Head of Innovation at the AF Group, a leading contracting and industrial group,  listed on Oslo Stock Exchange. My Professional experience  includes 
- Establishing and implementing corporate innovation strategies (Norconsult AS and AF Gruppen Norge as).
- Innovation Program Design and Implementation (Norconsult AS)
- Co-Creation Global Program Manager (Norsk Hydro ASA)
- EU's Framework Program 7, Project Management (SINTEF)
- International Business Development (SINTEF and PERA)
- PDM (Product data Management) Implementation Management (Schlumberger)
- CRM Implementation Management (Statoil ASA)

Publications

Lombardo, Sebastiano & Cabiddu, Francesca (2017)

What's in it for me? Capital, value and co-creation practices

Industrial Marketing Management, 61, s. 155- 169. Doi: 10.1016/j.indmarman.2016.06.005

Marketing research is increasingly concerned with the practices through which service providers and their customers interact and how these practices influence value co-creation. Applying S-D logic and drawing on practice theory developed in sociology research in past decades,we propose a definition of value in terms of the coexistence of diverse forms of capital and currency variations.We then develop a conceptual model to explain value co-creation in terms of service provider–customer interaction practices (SPCI practices). We employ an extensive, qualitative study in the context of professional service firms. Our findings reveal three general categories of SPCI practices (access to capital, capital exploitation and capital attrition) that affect value co-creation. These insights move forward business-to-business marketing theory and practice, advancing our understanding of how service provider–customer interaction practices can be used to define value propositions and assess the types and amount of value that are co-created.

Breunig, Karl Joachim & Lombardo, Sebastiano (2016)

A longitudinal exploration of ambidextrous knowledge dynamics in professional service firms

Proceedings of the ... European conference on knowledge management, 17, s. 109- 117.

Lombardo, Sebastiano & Kvålshaugen, Ragnhild (2014)

Constraint-Shattering Practices and Creative Action in Organizations

Organization Studies, 35(4), s. 587- 611. Doi: 10.1177/0170840613517597 - Fulltekst i vitenarkiv

This study contributes insights on how actors cope with constraints in ill-structured problem-solving situations, and what implications this coping has for creative action. To date, most research on constraint handling has treated constraints, regardless of their nature, origin, or role, as external factors that enable or hinder creativity. In contrast, we consider constraints to be inextricably intertwined with all creative action. We focus our study on one specific practice for constraint handling: namely, shattering. Empirical data were collected for 12 projects in two engineering consulting firms, and four shattering practices were identified: protesting, proposing, betraying, and sabotaging. We discuss their enactment in various parts of the problem space and their implications for the management of creative action in organizations.

Ma, Xiaofeng; Lombardo, Sebastiano & Sciaba Stockbakk, Elisabeth (2008)

Learning mechanisms in a technology based organisational change program: an exploratory study between Chinese and Norwegian corporations

International Journal of Technology Management, 41(1/2), s. 75- 95. Doi: 10.1504/IJTM.2008.015985

The paper explores how learning mechanisms are adopted and function differently in the course of a managing technology based organisational change programme in Chinese and Norwegian large corporations. We operationalise the abstract organisational learning concepts into a series of learning mechanisms along the change programme implementation process. The results show that national culture, external environment and market status strongly impact the effectiveness of the learning mechanisms.

Lombardo, Sebastiano; Torp, Olav, Aslesen, Sigmund & Bølviken, Trond (2018)

Is Integration of Uncertainty Management and the Last Planner System a Good Idea?

[Academic lecture]. International Group for Lean Construction (IGLC).

Lombardo, Sebastiano; Lædre, Ola & Berg, Ingrid Løvendahl (2018)

Innovation With Creative Collaborative Practices

[Academic lecture]. International Group for Lean Construction (IGLC).

Lombardo, Sebastiano; Cabiddu, Francesca & Frau, Moreno (2017)

Teoria della pratica e co-distruzione di valore: un modello di misurazione

[Academic lecture]. Sinergie - SIMA - Value co-creation: MANAGEMENT CHALLENGES FOR BUSINESS AND SOCIETY.

Lombardo, Sebastiano & Kvålshaugen, Ragnhild (2012)

Co-creation and the role of the client in strategizing

[Academic lecture]. Academy of Management.

Lombardo, Sebastiano & Kenett, Ron S. (2009)

The CIM Index: Measuring the Impact of Creativity and Innovation Programs

[Academic lecture]. Annual Conference of the Network for Business and Industrial Statistics, ENBIS2009.

Creativity and Innovation Management (CIM) programs are gaining popularity. Such projects take different forms and shapes. The CIM program developed by the KPA Group consists of four main elements: 1) Information, 2) Knowledge, 3) Competence and 4) Practice. It is based on facilitating on the job creativity work during real life projects and work activities. For effectively managing a CIM program, the business value of the activities in the four elements need to be shown. Metrics that appear on financial statements are of prime significance to senior business executives. It is however often difficult to describe all the benefits derived from CIM programs using only financial metrics. We will present a general approach to determine and track the bottom line impact of a CIM programs. The approach expands the classical Goal-Question-Metric paradigm linking business goals to questions and metrics used to answer these questions. Specifically we map the cause and effect relationship between the CIM program activities and organizational Balanced Scorecards. The paper we will show how to design and implement a CIM Impact Measurement Program with the approach outlined above. We will also show how to define a CIM Index for measuring the integrated impact of a CIM program.

Lombardo, Sebastiano & Kenett, Ron S. (2007)

The role of change management in IT systems implementation

Pallab, Saha (red.). Handbook of Enterprise Systems Architecture in Practice

Academic Degrees
Year Academic Department Degree
2014 BI Norwegian Business School PhD
2006 BI Norwegian Business School Master of Management
1998 NTNU Master Civil Engineer