Vegard Kolbjørnsrud

Kolbjørnsrud, Vegard (2018)

Collaborative organizational forms: on communities, crowds, and new hybrids

Journal of Organization Design, 7(11), s. 1- 21. Doi: 10.1186/s41469-018-0036-3 - Fulltekst i vitenarkiv

In this article, I examine collaborative organizational forms in terms of their institutional properties and the mechanisms by which they solve the universal problems of organizing. Based on three ideal forms—markets, hierarchies, and communities—I propose a framework for analyzing and mapping organizational forms. The framework expands our understanding of the ideal forms and derives a set of analytically distinct hybrids at the intersection of the ideal types. The framework also specifies the main conditions that drive organizations to change form and move toward another hybrid or ideal form. The theoretical review of collaborative organizational forms is illustrated and informed by three empirical cases of new forms within the domains of drug discovery, software development, as well as professional services. Further, I discuss plural forms and the role of hierarchy in collaborative forms. Finally, I outline implications for research and practice in terms of comparative analysis of organizational forms, the role of crowds, as well as the interplay between new technologies and new organizational forms.

Andersen, Lars Espen; Johnson, John Chandler, Kolbjørnsrud, Vegard & Sannes, Ragnvald (2018)

The data-driven organization: Intelligence at SCALE

Sasson, Amir (red.). At the Forefront, Looking Ahead: Research-Based Answers to Contemporary Uncertainties of Management

Evolving at an unprecedented pace, digital technologies promise to automate not only labor-intensive and repetitive work, but also the traditional and exclusive domain of educated humans—knowledge work. This is evident in the new ways of reaching customers and coordinating activities, as well as in the fact that companies conducting a business built on the new technologies now constitute the world’s largest enterprises. The presence and evolution of these companies challenge established divisions of labor between man and machine, and almost casually redraws the boundaries between industries. Machine learning and analytics challenge the managers leading and the managerial scientists studying organizations. Everybody says they want to be data driven—but what does a company really need to do to achieve that? This article will explore the managerial, organizational, and strategic implications of allowing an ever increasing number of organizational decisions to be taken not by managers employing intuition and common sense, but by algorithms and learning systems based on massive amounts of data derived from electronically based customer interactions. We argue that these companies can be thought of as “intelligent enterprises” with enhanced abilities to sense, comprehend, act, learn and explain (SCALE) their environment and their interactions with it. To acquire these capabilities, managers need to cede authority over some decisions while acquiring new capabilities and roles for themselves.

Kolbjørnsrud, Vegard (2017)

Kunstig intelligens og lederens nye jobb

Magma - Tidsskrift for økonomi og ledelse, 2017(6), s. 33- 42.

Kunstig intelligens (Artificial Intelligence, AI), IT-applikasjoner som kan sanse, forstå, handle og lære, forventes å få stor innvirkning på alle deler av arbeidslivet, også for ledere på alle nivåer. Denne studien fokuserer på hvordan kunstig intelligens kommer til å påvirke lederes jobb, og hvordan ledere og virksomheter kan forberede seg. Den er basert på en spørreundersøkelse blant 1 770 ledere i 14 land og intervjuer med 37 toppledere med ansvar for digitalisering. Vi finner at ledere bruker over halvparten av tiden sin på administrative oppgaver som intelligente maskiner kan gjøre for dem i fremtiden. Etter hvert som administrative rutineoppgaver automatiseres, blir oppgaver som krever dømmekraft, kreativitet og sosial kompetanse, stadig viktigere. Intelligente systemer vil spille en viktig rolle her også, men da som støtte, korrektiv og sparringpartner. Vi finner signifikante variasjoner i holdninger og forventninger til AI på tvers av ledernivåer og geografi, noe som kan få betydelige implikasjoner for hvordan virksomheter kan og bør ta i bruk slike teknologier. Nordiske ledere er blant de mest skeptiske til å ta i bruk og stole på kunstig intelligens. Implikasjonene oppsummeres i fem konkrete råd til ledere og virksomheter.

Kolbjørnsrud, Vegard (2017)

Agency problems and governance mechanisms in collaborative communities

Strategic Organization, 15(2), s. 141- 173. Doi: 10.1177/1476127016653727

Kolbjørnsrud, Vegard; Amico, Richard & Thomas, Robert J. (2017)

Partnering with Al: How organizations can win over skeptical managers

Strategy & Leadership, 45(1), s. 37- 43. Doi: 10.1108/SL-12-2016-0085

Kolbjørnsrud, Vegard (2018)

Digitalisering utfordrer lederne i kraftnæringen

EnergiNorge.no [Internett]

Kolbjørnsrud, Vegard (2018)

How artificial intelligence will change leadership

BI Business Review [Internett]

Kolbjørnsrud, Vegard (2018)

Hvordan endrer kunstig intelligens lederjobben?

Interimleder Blogg [Internett]

Kolbjørnsrud, Vegard (2018)

Automatisering gir muligheter

Finago Blogg [Internett]

Kolbjørnsrud, Vegard (2018)

– Hva blir advokatbransjens svar på Airbnb?

Advokatbladet [Fagblad]

Kolbjørnsrud, Vegard & Fjeldstad, Øystein Devik (2018)

Organizing Large-Scale Distributed Problem Solving: the Case of Collaborative Drug Discovery

[Academic lecture]. Strategic Management Society Special Conference on Sharing Strategies for the Connected World.

Kolbjørnsrud, Vegard (2018)

Collaborative Organizational Forms: On Communities, Crowds, and New Hybrids

[Academic lecture]. Journal of Organization Design Conference: New Trends in Organization Design.

Kolbjørnsrud, Vegard & Skjølsvik, Tale (2017)

The on-demand workforce: Emerging business models and organizational approaches for using online labor markets.

[Academic lecture]. Intstituttseminar Handelshøgskolen i Stockholm.

Kolbjørnsrud, Vegard; Amico, Richard & Thomas, Robert J. (2016)

A.I. Could Liberate 50% of Managers' Time

[Popular scientific article]. Harvard Business Review

Kolbjørnsrud, Vegard (2016)

Keeping AI at arm's length

[Popular scientific article]. Outlook

Despite the promise of artificial intelligence, Europe’s managers aren’t yet ready to embrace it.