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Strzeletz Ivertsen, Karin
Doctoral Thesis Partnership Drift in Innovation Processes: A study of the Think City electric car development
PhD Series, No. 2.2014
Provided in Cooperation with: Copenhagen Business School (CBS)
Suggested Citation: Strzeletz Ivertsen, Karin (2014) : Partnership Drift in Innovation Processes: A study of the Think City electric car development, PhD Series, No. 2.2014, ISBN 9788793155053, Copenhagen Business School (CBS), Frederiksberg, http://hdl.handle.net/10398/8870
This Version is available at: http://hdl.handle.net/10419/208880
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https://creativecommons.org/licenses/by-nc-nd/3.0/ www.econstor.eu Partnership Drift in InnovationPartnership Processes copenhagen business school handelshøjskolen solbjerg plads 3 dk-2000 frederiksberg danmark www.cbs.dk
Partnership Drift in Innovation Processes A study of the Think City electric car development
Karin Strzeletz Ivertsen Ph.d. Serie 02.2014
ISSN 0906-6934 Print ISBN: 978-87-93155-04-6 Doctoral School in Organisation Online ISBN: 978-87-93155-05-3 and Management Studies Ph.d. Serie 02.2014
Karin Strzeletz Ivertsen Partnership Drift in Innovation Processes A study of the Think City electric car development
1st edition 2014 PhD Series 2.2014
© The Author
ISSN 0906-6934 Print ISBN: 978-87-93155-04-6 Online ISBN: 978-87-93155-05-3
The Doctoral School of Organisation and Management Studies (OMS) is an interdisciplinary research environment at Copenhagen Business School for PhD students working on theoretical and empirical themes related to the organisation and management of private, public and voluntary organizations.
All rights reserved. No parts of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage or retrieval system, without permission in writing from the publisher.
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3.3.1 Partnership drift ambition > ; I T % 3; *H B B ; !,,J 3 ; ;
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which is then followed by an overall case synthesis. The following table pro-‐ vides an overview of the number tions of transforma that have been identified across the cases: Table 6
: Number of forming, breaking and reforming partnerships in the four cases
All four cases present their own development timeline overview m-‐ e phasizing all forming and reforming relations in historical, chronological order and their relations to a Think City car version and relevant technology or events. Figure However, 10 the following large -‐ histo graphical multi-‐attributional time-‐ 22 line in presents upfront, the un-‐narrated complexity of the Think City technology innovation process overview.
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: Large histo-‐graphical multi-‐attributional Think-‐timeline
22 Please fold out the following double pages for a readable version of the this timeline.
127 Oil$crisis Norway$Chair$WCED$8$Gro$Harlem$Brundtland Norway$discuss$environmental$Policy.$ Oslo$City$Council$order$180$ Financial$Crisis COP15 Partly$driven$by$Minister$Finn$Christensen$ ASIA$financial$Crisis EV's$from$Renault$as$they$ 1973 1986(1996 2007(2010 2009 who$helped$the$environmental$perspecHve$ 1997 find$Think$too$small$ News$on$Renault$Nissan$model$ Obama$Admin$dedicate$2.4$ Green$House$Gas$warning become$logic$and$comprehensive.$ Global$Warming$Focus Boost$in$Media$a^enHon$on$EVs and$Be^erPlace$&$DONG$project$ Auto$Industry$in$Crisis Bil.$to$ba^ery$development 2001 1980 1994 2006 2007 2008 2009 2009
PICVO$ Think$Group8$Ford$$(owner) Think$Nordic$8$KamCorp$(owner) Think$Technologies$A/S$8$Think$Global$A/S$(owner) Electric$Mobility$SoluHons 1990(1999 1999(2002 2002(2006 2006(2011 2011(present Aurskog$ProducHon Valmet$ProducHon Valmet$ProducHon 1997(2009 2009(2011 Expected*restart*Q1,*2012 Elkhart$ProducHon
DemonstraHon$ Clean$Tech$Forum,$$CA$ 2010(2011 L.$Ringdal$Idea$ Lotus$Engineering,$UK Yahoo$8$Think$EV$Group Bergen$THINK$Fan8club Autoshow$Geneva 'NORSTART'$ El8Taxi$Project$in$Trondheim Washington$Autoshow$ 2002 Greenpeace$$ 2007 Seven$City$Experience$ 1973 (*To*achieve*EU*cer>fica>on 2000(present 2008 J.O.$Ringdal$concept$model 2004*to*make*FORD*return*THINK*cars* Think$City$8$PIV5$ 2009(2011 Tours$in$US$with$GE$ (*Basic*automo>ve*skills Think$@bout$London,$UK GE AeroVironment 1981 (*Investor*security* Elbil$Norge$$ PIV$0$(Feasibility$Study) Think$ConverHble Affordability*(*invest*$4*Mio.** Wiking$Rally,$N Svenske$ Charging*Technology*on*TEPCO*Protocal **/*quality*assurance HYDRO$Raufoos,$DK 2001 Think$New$Management Aluminium* Transport$Minister$ 2007 2009 Power$ 1990(1991*Build*and* Think$announce$new$Oslo$HQ (*Head*of*Global*Opera>ons* Experience*in: A123 Circle prove*chassis Think$8$PIV4$ SIERRA$Group$ Think$Fast$(Rally) (*Head*of*Purchasing (*Opera>ons MIRA Friends$of$the$Earth Environmental$ Bahery*technology*(*invest*$20*Mio. (styling$imporvements) Googleplex$Mountain$ Test(projekt (*New*CFO (*Design*criteria Endurance*tes>ng Supports*Fords*decision 2009 Think$New$Management PIV1$(Prototype) PIV3$(ProducHon$Methods) FORD* Alliance$Norway$$ View$Brainstorming$$$$ (*Material*orienta>on 1998 London$Boroughs$ Think$New$Management (*Head*of*Global*Marke>ng* Think$City$No.$2500$celebrated PARS SELL*THINK Yahoo$8$Think$EV$Group Norwegian$distributor 1992(1993 (*Market*&*sales 1994 2007 (*Head*of*Environment* (*Head*of*Human*Resources Testers$/$Users Wallenius$Wilhelmsen,$N Joel$Makeover$ Leaves*due*to*insecurity* **drivers Simula>on*Crash*test Discuss*and*cri>que*Ford*decision (*Michael*Ekholm**(SAAB)* (*Head*of*Market*Expansion CARB$approval GreenTech*Consultant (*Richard*Canny*(*New*CEO (*Barry*Eagle*(*New*CEO ETH Alton$Powershid,$UK$ Norwegian$Media$RelaHons KAMCORP* Siemens Volvo Stops*bahery*supply* Project$Plugin Electric$Vehicle$ Safety*ra>ng BANKRUPT Norwegian$Technical$ Troll*EV( Sainsbury$Supermarket Discuss*and*give*voice*to*cri>que Tesla.$US ENOVA SAAB AutomoHve$News$Europe$Congress$ Research$council project Symposium,$BE$ EU$CerHficaHon Bahery*supply*in*and*out 1000*Power*Control*Units* InnovaHon$Norge THINK* Ener1$ 1998 ITIS$Holding$$ Calfornian$customers$ Think$announce$new$drive$ 1990*(*Open*discussion*that* FORD$Motors$ THINK*UNDER* BANKRUPT Ends*deal*with*Think lead*to*re(invita>on*for* Delivering*data*collec>on*unit* EnerDel,$US PUBLIC*ADMIN.* Jo$Rodin train$business$stream THINK 2nd*encounter*with*Poten>al* Norwegian$customers$ ITOUCHU,$J detailed*presenta>on* to*track**driving*informa>on Think*supplier*of*choice Law*services BD$OtomoHve Presenta>on Presenta>on Gets*crisis*loan:* PIV2$(Design) Invita>on* BANKRUPT investor*and*JOR*is*invited*to* Bergen$THINK$Fan8club REEVoluHon$ P*I*V*C*O OWG Delphi$Auto$Parts 200*Mio.*NOK* Think*Board*of*Directors BART* present*the*company Fuel*Cell*Alliance A123,$US ConsorHum$ 1994 Legal$RelaHons project* Trondheim$THINK$Fan8club Baheries* THINK* InvesHnor ELECTRIC* Prof.$J.$U^erbach$,$MIT Fall*1993 ENOVA$Systems,$US MOVEABOUT Proceedings*are*ini>ated* FINANCIAL* START$Eco$Car$Trials$Race$ MOBILITY* Knowledge*exchange* Porche$ConsulHng Think$Ox$(prototype) PROBLEMS Car*Leasing*/Distributor Power*control*units Employee$value$stake$ by*Employees*who*hadn't* Ener1$Group SOLUTIONS* been*paid*salary* Upgrade*produc>on* 2008 Think$48seater AS SND$Export$Norway ECOSTAR$Systems,$US$ MS:*$5.7*Mio Olympic$Winter$Games$$ Energy$Minister$calls$for THINK*GLOBAL* Think$$City$8$PIV6$(update) Trade$&$Industry$Minister 2011 Poten>al*investor Lillehammer Deliver*power*train*system* Rockport$Capital Trial$project$ (*Transport*Minister CONTRACT Pe^er$Sundt 2008 Many*are*in*trouble*cannot*go*into* Think$Compact$(van) 1994 (*Environmental*Minister in$BR,$FR,FI InnovaHon$Norway Solectria$ ownership* Valmet 2011 Legal$RelaHons (*Industrial*Minister Motor*components* Stein$Erik$Hagen Poten>al*investor Norwegian$Post poin>ng*to*moral*obliga>on Local$Government$$Minister Think$Cildren$seat Oslo*Probe*Court*demand* Joint*Venture Provided*Think*cars*parking** Charging$ Norwegian$Post STOP*begin*Nov Ballard$Power$Systems Atle$Brynestad$$ Secure*an*industry*who's*in*front* 2010 Investment*Group space Prime$Minister Rockport$Cap. Technology$ Poten>al*customer BART$Project,$US Delivering*the*under(frame ChrisHan$Stabell$Eriksen$ Landsorganisasjonen$$ Project Think$UK$(Right$hand8drive) Boris$Zingarevich Peugeot,$F Kleiner$Perkins$ 1995(1998 Investment*Group Government*must*support 2010 Norwegian$Government$ Delivering*the*under(frame Heinz$Ketschup$Family$$ Cranfield$&$Byers European$EV$ Migros$M8Way,$CH Valmet ?? KAMCORP* Kamal*Siddiqi CARLSTART,$US Presenta>on FORD* Ford*EV( Research$Council$Norway$ $J.O.$Ringdal$ Media$incl.$Bloggers HomologaHon$ 1990*(*Grant FORD$Motors,$Europe FORD Contract project Contract Support*in*matching* Wintergreen$Advisors$$$ Discuss*Pros*&*Cons Alp8mobil,$CH Oslo$Energy$ 2004:*Grant*€135*Mio. $J.O.$Willums$ Trial$projects$in$ 1st*encounter*with*Poten>al*investor technology**and*resources Mid*Nov.*1998,* Launch$Think$City$in$ Norwegian$journalist$ Capricorn$Investment$Group$$ Academic$ NL,$AT,$SE,$DK,$ES,$JP BBC$Think$EV$Road$Trip 1991(1998*(*Invest*$35(40Million* Hydro,$N on*PIVCO*site Think$Public$(Omnibus) US$in$2009$project calls$J.O.$Ringdal Think$Hydrogen$Project $A.$Bjørseth$ Media$Feedback Calls*for*Poli>cians Think$to$open$ Think$producHon$ 2003 Pe^er$Stordalen$(Hotel$owner Think$US$ BRUSA,$CH$ (*"It*is*unfair*to*call*this**car!" 2005(2008 Think$8$car$interiors$ plant$in$US$$ in$Elkhart,$Indiana Exper>se*in: Oslo$Energy,$N FORD$Motors$ REC*founders:*14*Mio.*NOK customer$ (*"Think*is*sophis>cated*with* Auto$show$Detroit,$US 2007:*$25*Mio. of$the$future$$ Kewe^,$DK (*Crash*tes>ng Think$City$8$PIV5$8$$(Ford$engineering) 2009 survey (*Produc>on* Statoil,$N ***105*km/ph" 1999 Surprise*with**Think* H2Logic,$DK$ 2008 DUKE$Energy 2002 Royal$Art$Colleage DL/DC*converter Hydro$Genics,$CA$ THINK*EXITS*COURT* Brighton$ DAGNO$Security,$? Petrochemical* LA$Street$Pace PROTECTION Indianapolis$Power$ to$London$ Telenor,$N MES8DEA,$F$ Ballad$Power$Systems,$US Norwegian$Design$Council Light$Company$$ Prof.$Schmid,$ETH 2000 Auto$Fair$'Lille$Strøm' ECO$Rally$ Environmental$ Zebra*Bahery Fuel*Cell*Stacks Design$Award Prof.$Niederer,$ETH$ Think$(bike) 2002 Think$Hydrogen$(launched) Tom$Wood$AutomoHve &$others Conference$Portugal 2009 2000(2001 Think$Neighbor$(Golfcart) Danterm$Air$Handling,$DK 2008 2003 Cooling*Systems HyNor$Project$$$ Think$EV$Friendliness$Index$$(EU) Think$EV$Friendliness$Index$$(US) 2001 History*Timeline*Think 1970 1980 1990 1995 2000 01 02 03 04 2005 06 07 08 09 2010 11 ©*ksi.ioa**(*Version:*0.3 Global$conHngencies Think$OrganizaHon Think$Products/Concepts PoliHcal$/$NGO$RelaHons Investor$RelaHons Key$Partner$Events Supplier$RelaHons Customer$RelaHons Academic$RelaHons Media$RelaHons Legal$RelaHons Date:*08.08.2011 5.3 Partnerships around battery systems in the electric car
This part focuses on the forming, breaking and reforming of relations between the Think battery system, battery system developments’ partners and the electric car. Analysis of these aspects leads to vital r-‐ understandings of partne ship evolution. To use a simple analogy: the battery system can be considered as the ‘heart’ of the Think City, and the rest of the car, as the ‘body’. Essentially, the battery system is physically interlinked with the rest of the car. The choice of battery has consequences for how the drivetrain is tuned as the battery is what powers the Think City electric car; without the battery the electric car cannot move. And, as the -‐ main cost driver, the battery plays a critical role in determining the electric vehicle’s viability. Combined, ar these essential c parts also influence the character of partnerships and the chosen directions for re-‐ search and development. Battery suppliers explore electrochemical active materials, component raw materials and their integrated configurations in order to excel in battery storage capacity. Balancing, cooling and monitoring systems ensure energy-‐ release control and cell life-‐span, which is essential to all battery solutions. Paralleling this, Think engineers and automotive partners explore how battery system modules may be combined and integrated into the Think City in order to power functionality such as the drivetrain, headlights, radio, ventilation, and provide a long-‐range use of the vehicle. Together, these partners make use of hands-‐on approaches, assembling ing and test as they work on ways to overcome the compromises in battery technology that m-‐ pose safety, perfor ance and cost-‐challenges to battery systems h whic are applied in the Think City. All battery partnerships that Think engaged in were at some point in time formed and later broken and in some cases, partnerships reformed. To date, Think has worked with six different battery technology development partners: SAFT, Ford, FZ Sonick, Tesla, EnerDel, and A123. Different people formed battery partnerships in different ways Figure and 11 around different battery technology and different versions of the Think City. page 129 shows the relations over time.
128
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5.3.1 Forming partnerships based on flexibility and adaptability & < < > & & ; 7 & & ; & > & ? > & I .J 8 7 -> ; 4 & & & & ; & & - 4 & P@& = =Q & -
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5.3.2.5 Ford and Think develop successful Think City prototypes with sodium- chloride batteries, 2002 !,,!; & & & > > 4 > ; ; & ; - 8> & & > & 8 & - & > # 6 - ; 8 - & ,; & ; (; W X & ) & 3 8 > ; & b & & > > ; & & > I(6; & A!, ,J
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5.3.2.7 Tesla and Think partnership forming around promises of lithium-ion batteries, 2007 & G 5 IG J ; & 6 & 2 ; 7 & !,, > & 0)c*'6 & ! < & > > ; & ; & 8 & ; & ; & 8U ) I $*J; > & & 7(B ( ; (# 4 - @ ; 9 & & & ; U W8U ) X # & & & > I%-&; !,,J
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5.3.2.9 A123 and General Electric partnership forming to hedge risk, 2007 > 0) !,,; > & !'; > > I !,, J ) & & > & &; > (
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5.3.3 Battery partnerships breaking
5.3.3.1 SAFT partnership breaking as Think’s organizational situation drifts, 1999 % : > * ; 9 & @&; < 1 2 8 7 ; P & W X (0; & & Q IE#7; & ,A!,,J > < > ; ; < )8 > & )8 & 8 ; & & 0) > 4 & 8> )8 & ; = & & 7 I, A!, ,J; > & & & 8 ; )8 ; & < P Q > - & <
5.3.3.2 Ford-Think partnership breaking as Ford corporate interests drift, 2002 ( ; 8 ; : > 8 H !,, ; > & H !,, ; > H ; & !,, !,,!; &
* & > > > ; & ; !,,!; 8 > & I6; !,,!J # !,,,; % 8 ; P4 &< > 4< 3 & 1 Q IB ; !,,,J 5 % 6 I5%6J 5 ; - - > P Q & & & !,,! IB ; !,,,J D & ; 8< & ; P & > ; Q I6; !,,!J 8 & > 9 > & # ; 4 & & 8 ; & < ; Y & ; ; & 3 ; & & 4 & 8 < ; I(6; & , A!, ,J
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5.3.3.4 Tesla partnership breaking as Tesla’s organizational situation drifts, 2007 & !,,; :& G & 0)c*'6 & > ! @&; 2
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5.3.3.6 EnerDel partnership breaking as Ener1’s battery investment interest drifts, 2011 ; ( ; ( & > !,, ; & ( 3 ; !, ,; & < 0) ; ( < > >> & ; ( 0) ; !, , I ; !, , J @&; 1 ( < 9 1 & > & > & > >> ; & & ; & ( ( < (#; 5 ; ( < 9 !,, & W !,,X & > & 3 7T 3 WYX 4 & & & ; ( I) ; !, J
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5.3.3.7 A123 partnership breaking as Think’s financial situation drifts, 2008 4 !' > >!,,; & & > > !' & ; 5(; < & !' ) & > !,,; & !' & ; !' 2 & > ; 3 < !'< 3 & @&; & & !' & & !,, & > & !' &
$' !' @&; ( 1 & 3 1 3 #; 6 ; ( & & !'; & & ; !' ; > & & < ; & & > WYX ( < & W X & ; & ; ; & %; &; & & & & > ( ) & > & 4 & & = 4 & ( > W & & ( X & ; & & & ; & ; - & WYX % ; & & > > I(6; & A!, ,J
4 & ( & & & ( < ; & > < & & !'< & ( < - < & - ; ; < 1 & & >
5.3.4 Battery partnerships reforming
5.3.4.1 FZ Sonic partnership reforming around the same technology and con- tact people, 2006 4 !,,.; > > & ( > 8U ) ; & & > !,,! &; > & & & >
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5.3.4.3 EnerDel and Ener1 partnership reforming in relation to Think’s refi- nance, 2009 !,, > & & ( ; ( ;
$$ & ; 3 E !,,; ( < (#; 5 ; 4 W X & 4 > &> 4 & ,;,,, 0); 3 6 ) & (B; % ; & I5; !,,JV
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5.3.4.4 EnerDel and Ener1 partnership reforming in relation to Think’s US as- sembly facility, 2010 E !, , 0) & & ( I ; !, , J ) ; (
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5.4 Partnerships around drivetrain systems in the electric car & & & ; > ; & 1 ; 2 & & H H H ; H # > ; & &; > ; ; ( > < 9 < & < & < ; - ; - & - ; > & & ; & & > > ) ; - & & ; & & > 9 6 ; H & ; &
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5.4.1 Forming partnerships without standard commitment terms ; & & & & & & 3 & & > - 8 & & & ; & ; &
$ ; & & > 8 7 - ; & 4 & & & & & & & & ; & & ; & & ; & & & ) & & @& & & %= ) & 4 & & - ; & & ; & ; > & ; ; & % & & 3 3 & & - & & IE#7; & ,A!,,J
& & & & H 3 & 6; & > & ; 7 ; > & & @&; & ; 3 - > 5 ; &; &
5.4.2 Drivetrain partnerships forming
5.4.2.1 Brusa Elektronic partnership forming through ETH relations, 1992- 1994 4 > & % ( I%J; )& - ; & 8 7 < (@; )& 8 ; & 8 %; >
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&< ; @& %< & > ; & < 7 & - < ,,, ; % & > < - ; %< &
5.4.2.2 Siemens partnership forming in relation to an off-the-shelf drivetrain system, 1994-1999 %< & > ; ) 5 ; > > > '> > &> ) > ) # 6 ; & ) ; - ; ) > b ; & & W) X > 1 ; 4 > & < W X ; ; 9 ) I(6; & A!, ,J
. & & L ( <; & 3 & & ; & & & 4 & 9 ) < ; & > & &; ) > < ; 8 7 ; M; ) & ; & & & > B' W X & & & D 8 & 2 IE#7; & , A!, ,J
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) & > ; - & &
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5.4.2.3 Siemens, Lotus, and Think partnership forming around EV Symposium events, 1996-1998 # & ; > & ) IB*J; & & - %; ( B ) # & ; & > @& & ) 9 9 (0 ; & & > % & & D ( 0G & > 2 I > & J % ) < & & & !,,,; & ) ; & &
5.4.2.4 Ford partnership forming in relation to a new drivetrain system by Ecostar, 1999-2002 @&; 8 & & 8< ( ( & & ) I(J ( & 8 > & 8; % & ) I%J > I7:&& ; !,,,J ( & 8< - ; 9 8 & - > 8 ( 8 7 ; ( & 3 8 ; & % # 6 & & & ) 1 & :& & % & & 8 & & & @ ) :&; & % &
.' ; 8 H & 8 & & IE#7; & , A!, ,J
@& ) 8 & & = 4 8> ; ) > 8< &< & = 8 ; 8 & .! (; & 8 & & ( # ; ( 1 & 8< & & 1 & # ; & 8< > & %; & 8< 9 ( &; & 8 ; ; ; 2 (< & & # 6 - ; (< & & > > ; >& ( ; &; & 4 & & 9 I(6; & A!, ,J
@&; ; & ( > ; > < ; 9 ; (; 4 - ; (< & ; 9 ; 4 > & W X & & & I7:&& ; !,,,J
< & ( # 6 < > 8 7 < ; &
.*
- & ( & & ) (< & &
5.4.2.5 Continental partnership forming around a limited agreement for the software part, 2006-2008 4 !,,. & ( @&; ) & 9 % & ) > ( H > & ) > ; ; & < ) 2 = & > ; & & < & 4 (< > ; & ; > & (; & # 6 ; ; ; & & & ; &b & ; & ; >& & ); & & ; &> b I(6; & A!, ,J
& > > & > & < & & ; < & < & & < < &
5.4.2.6 Leroy Somer partnership in relation to the liquid-cooled-AC traction mo- tor, 2006-2011 - >& & > & & & > & >& < ;
.$ ; < - < > % @ : -> ; - & 4 & & !,,.; & & 4 & P4; & & (B> Q :&; ; (B> > & ) ; & & #(6 W# (9 6X (B 3 I:; & ,'A!, ,J
& & & # & > & & (B > 3 ) L(B> < % & - = &; < = @&; 9 ; # 6 ; P4 & 1 & 4 D ) 8; & & & Q I(6; & A!, ,J D ) ,. $ 4 > ; = & ; & & ( ; - &
..
5.4.2.7 Enova partnership forming around drivetrain hardware, 2008 & 8 !,,; & (; & >& ( < & 8; & ,,, & > I0J !,, % & > & & 8; ; &= 8 & - > ,;,,, !,, I5( :&; !,,J ( & - 5 ( :&; (# ) ; ( & & 5 4 & # & 2 ( ; W X : I5( :&; !,,J
& & (; ; 9 &> # 6 ; 4 & ( & @&; & & & & ( D & > 3 B & ; 9 & & & I(6; & A!, ,J
& ( > & ( & > &; & > ; & & ; & ; & > ( &
& !.; &
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. ; ; & - & ; >
5.4.2.8 Think starts building-up internal competence in drivetrain technology, 2008 & ; > & > & ( ; 2 ( & - & 9 9 & 9 # 6 ; & & < W X & > & & 8 & ; & > & 8 (B W X & 8 & & ) & & & < > Y C I(6; > & A!, ,J
0 > < > ; ; & ( ? & ? < ; > < ; & & - & : > ; ( ; &; & ; ; ; & & < & & > (; > 2 & 2 ;
.
5.4.2.9 Ricardo’s UK engineering partnership forming in relation to the recon- struction of the drivetrain, 2008 & ; 7 < 0G > I7 J & & & ) ; 5 ; > ; & & ; & ( B :& & ( & & ; & & 6 !, , & & & #; & & (; & 9> & ; ; #(6; > & (B ; & > & ; ; & 7 ; & < & 3; & & > ; & 3 < - ; & - 3
5.4.2.10 Itochu partnership forming around a sustainability project involving Mazda, 2009 ; #(6; & E > !,, 3 & ( ; < > ; < 62 ! L 5 &< > 3; > ; >
. 62 9 ( !,,'; !, ,; ; & 2 & < I ; !, , J ; < E % ; & & & ; @ : - ; E W X ) & ; & & % & E & & 2 & 1 ); & & 1 $ ; L Y & & ; 3 W X P) 3 ; ; & CQ % - ) Y 9> & ; & 3 ; 3 & &< &; & ; P8 3 Q 2 < P8 &< Q & & ) Y Y Y W > X >> & ; & 2 3 H 3 2 C I:; > & 'A!, ,J
& > & ; > > 3 E & 2 & > ;
,
&
5.4.3 Drivetrain partnerships breaking
5.4.3.1 Brusa Elektronic partnership breaking as Think focuses on production scalability, 1994 %< & & ; & %< < & % & ; %< & ; & ! $; ) & > > & & I '*4 ,B J; & I% 2; !, !J
> ; > & 9 -
5.4.3.2 Siemens partnership breaking as Ford takes over Think and chooses Ecostar, 1999 ) & ; ; > @&; 8 ; & ) > 8 (; & 8 & ; 8 7 & ) (; ( > 8 &
& ) &
5.4.3.3 Ford-Ecostar-Think partnership breaking as Ford’s corporate interests drift, 2002 & ( (< & >& (< 1 L< < >> & 0 !,,!; & 8 ; 8 > ( ; & 8 & 8 I8; !,,*J; & & & 4 & ( & & & > # 6 - ; ) & & 8; & b > > &; & & ; 9 ; & & & ) & & > & & & > I(6; & A!, ,J
2 L < & ; & > ; 8 7 &
5.4.3.4 Continental partnership breaking due to a lack in network openness, 2008 &< < >& & < < & >9 & & ; < 8 ; & & ; - & & & - & ; & & &
!
9 > < ->
5.4.3.5 Enova partnership breaking as Think’s development focus drifts and it buys the PCU concept, 2008 ( > ; & ; > & < -> # 6 - ; ); & > & & 4 I(6; > & A!, ,J
& 0 ( ; 2 (< & - 9 9 4 ( & M ; & & 9 ; & - 1 1 & & I(6; & A!, ,J
; & P & Q; & & < - I(6; & A!, ,J ; & - > &
!; > 7 > < >
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' 5.4.3.6 Leroy Somer partnership breaking as Think’s financial situation drifts, 2011 D ) & !, ) & D ) < 9 >> & D ) & < - ; & & !, % & & D ) - & > ; # 6 - ; - W X; & & & & & & & 9 & ; ; Y 6 & & & W X & ; & &< 9 3 & & I(6; & A!, ,J
< & & - & & 2 & D ) ? 6 & - @&; & & < - & < !, ;
5.4.3.7 Ricardo’s UK engineering partnership estimated breaking as Think’s financial situation drifts, 2011 8 !,, & & 7 < 0G ( & ; > - ; ; #(6 @&; >
*
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5.4.4 Drivetrain partnerships reforming — or the lack thereof ; & ( ( > & > 8 !,, & & 8 ; 8 ) ; 8 1 & 1 & (; & ( 8 - < - !,,; &> & ( (
.
5.5 Partnerships around headlamp systems in the electric car & & & > ; ; > 2 & & & & & & ; ; @ 9 > 9 ; & ; 3 8 - ; & ; ; & 22 ; & @ - & ; ; - ; & ; - & ; & H < < < < & H &; ; > 9 ; > 1 -; 1 & ; & < @D6 ; @D6! @D6- ; & @D6- & ;
@&; ' & & >
' &
5.5.1 Headlamp partnerships forming
5.5.1.1 HLM1 partnership forming around the design intent and the H4-bulb, 1999-2002 @D6 & & & 8 < 9 & & 1 > L@* < & & >
9 &
6 @ ',; - ; @ < < > I6 @ ; & ,A!, ,J
@&; ; & & < > 3 4 > 3 = 4 2; < - & ; & &= 6; ; !,,.
5.5.1.2 HLM2 partnership forming around design of Bi-Xenon projectors, 2006 & @D6!; & @D6 & ; - & L% > O< L% >@ < 3 @* ; &> 2 ; & @* ; < & ; % W X; > I6 @ ; & ,A!, ,J
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,
& @D6! & & 9 6 @ ; I& @D6!J; &< & 9 9 & & & 1 I6 @ ; > & ,A!, ,J
>
5.5.1.3 Tier-two partnerships forming around glass and polycarbonate lens- design, 1998-2008 > & - & & & & 4 < > >& & & & >& 6 & 9 < @D6 < & ; >; 2 2 - ; & ; ; ; < ; & & 1 > ; 1 < ; & > & 8 ; < < ; & H > 2 ) & 2 ; & & ; & ; & 2 2 6 @ ;
D & & ; & ; & b > ; P5 &; & & & - 4 > 2 Q 4 < & ; & & b ; > ; & I6 @ ; & ,A!, ,J
; ; > & @&; ; > 3 22 & ; ; : > ; ; > - & > 6 @ - ; M &; & & & & ; & & & ; b & ; < &; < > % & & & > & 2 # & & - I6 @ ; & ,A!, ,J
!,, & < > < 3 ; ; & & > & 3 >
!
5.5.1.4 HLMx partnership forming in relation to the design of headlamps for the 4-seater vehicle, 2010 *> ; & ; > ; & < ) *> ; & > ; 9 & 3 1 P & Q 1 & ; ; & 9 & % & >& > & ; 6 @ ; - ; 4< & > & &< ; < & & M &; ; < - WYX ) & & I6 @ ; > & ,A!, ,J
& < ; > > & 8 ; & ; ; & ; 9 9 ; & ); H & 9 ; 9 ; & & ; & 6 < ;
' 5.5.1.5 HLMx partnership forming in relation to the design of headlamps for the new Think City platform, 2010 - 1 > > 1 & & - !, ! 4 ; & ; 6 @> ; - ; ) 4 & & & ; & & & & & > ); &; ; &< ; & & ; & & & ; :& WYX % > & & < H < ; &; < 3 ; & & Y & I6 @ ; & ,A!, ,J
- & 8 ; & > & ; 6 @ ; ; 4 ; < & & 2 4 > & & & & & - ; ; ; &; & 3 & H 0) ; !! > > 3 I6 @ ; & ,A!, ,J
> > & > ;
*
5.5.2 Headlamp partnerships breaking
5.5.2.1 HLM1 partnership breaking as Think’s financial problems drifted, 1999 & @D6 < ; 8 ; & & & @& & 8
5.5.2.2 HLM1 partnership breaking as HLM1 went bankrupt, 2006 & @D6 @D6 < ; @D6!; % @D6 & @D6 < & & 6 @ ; P W@D6!X & & & & Q I6 @ ; & ,A!, ,J ; > < &
5.5.3 Headlamp partnerships reforming
5.5.3.1 HLM1 partnership reforming around HLM1’s redesign, 2006 4 :& !,,.; @*> & I@D6 J; & & & & @&; & & 2 ; @D6 & ; & > @D6 @D6 > & & @D6!; & & & ;
$
5.6 Partnerships around the financial engineering of the electric car
- & & ; ; ; & > ; > & & > ; H ; ; - > ; &; & ; #; > 3; > & ; > > & 1 ; ; ; ; > 1 & - > 8 - - ; > ; & ) ; < - & - - & # ; & & > 7 ; # (>
.
; @ ; ) ; ; :& ; 8; G ; ; G ; % 7 ; ( ; B ; ; $ * & & >
$ & > ,>!,,.
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5.6.1 Financial partnerships forming
5.6.1.1 Oslo Energy, Hydro Aluminium and Statoil partnership forming upon the Research Council of Norway meeting, 1990-1993 , 7 :& > & :&; ): (- :&; :& # ( ; 7 @ ; :& - > ; & 7 & @&; :& ; 7 & # ( ; & 0)c'$61*,6 # ( ; & , : & < & ; # ( & ; 7 ) ; ) < ; & > ; ; & :& ) ; & & ) &; 7 - > 3 6 %; P ) & > > & WYX 8 &Q I!,,,J : @; ; & 7 ; & > & & < @ ; & & ) < ; 7 & - & E 0 6 % )
: (@ U_ % ; G&'! > & % 7 > < , 7 & 9 3 & ; ; & & - ; & ; ; > ; 8 ; & :&
7 6 ''; & :& > ; B ; & 7 - 4 < > :& > ; & 3 - & =
5.6.1.2 Oslo Energy, Hydro, Statoil and Telenor and the Norwegian Post part- nerships forming upon the Lillehammer Winter Olympics, 1993-1994 (Roeste, 2004) 7 * 4 # D &
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< > - & & > > IB!J & & 4 # ; & # ( ; @ ) ; ; :& :& > B> ; & > & & - ; & & 8 ; & 7 & :& > - :& & - ; ; & & - 1 - & 4 # 7 & ) 8 % 7 3 I%7> 3J; & -
5.6.1.3 A group of private individuals and professional investors, Lotus Engineer- ing and Calstart partnerships forming around the San Francisco BART- project, 1995-1998 8 %7> 3; > ; % IB'J; > $ .; !, % & *, & & & ) 8 %7> 3 0)c 6 & > % D ( & & ; 2 > > ; & - & > >
,
; ; & D ( > & < ; & & & & < < 9 % & :& & > -> & & # > % .; & & ; :& & & D ( % - ; > ; (0 7 & & - ; & H ; < &
5.6.1.4 Ford partnership forming around the Think City launch at the 1998 Electric Vehicle Symposium in Brussels, 1998-2002 ; L < & ( B ) % 7 @ ; & 8 0 # & 8 & & : ;
ID#J'* &
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8 D#; 7 & @&; ' E ; 8 (# E : : >
) & I:)'$J ,, 3 ; $
E ; 8 $ ; & & > : ) I J D ; 8 4 & > & & ; 3 : WYX 4 WYX % & I&; J
& ; 8 :& ; & % ; 2 & & - 8 7 - ; 8< :& 3 WYX & - &; > I ; J
@&; ; 8; 8 (# E :> ; & & & H & & 4 & ; & &> - > I ; J
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; & - < ; > ; - 8 ; & :&< ; ; - 2 :& > :& 6 G3 6 %> ; ; ; :& 5 & 8 6 & B# ) W X & 8 > :&< C 8< > &; B# W X & P CQ > I5); J
; :& 3 ; & -; ; -; I0 ; J 8 & 0) ( ; & & & & 0) ;
5.6.1.5 Ford partnership forming around the purchase of Think’s remaining 49% shares, 1999 D ; 8 * 8 - 0)c!'6 & 0)c ,,6 9 3 E 4; ( B 7 8; (#; E : : ; - & ; ,,$ > :&; 8 (B> 3; 0)%;
' 0) & ; # 6 ; 8 & & ; & 8 & & W8X & W X 3 I ; !,, JV
&; # 6 ; 8 2 & > & ; & > < & & W X; & 8; I ; !,, JV
& 8 ; & 8< & > ; & >
5.6.1.6 Ford partnership forming in relation to the Think-brand extension into the US market, 2000 E !,,,; :) ; 8 ; 8< - ; 8 (# : ; P 2 & & & < Q I( ; !,,,J 8< & 1 & & %7> 3 1
*
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& ; ; & > ; > - *,;,,, > !,,' & ; U(B>
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$ 5.6.1.7 Ford partnership forming upon the electric car street event in London, UK, 2001 5 & - 8 2 !,, ; & > ; ; - 3 & $ D; 0G & 8 ( ; ( ) ; D ( 3; D; & 8> B 6 ) -> ; ; ; ; 9 ; < I8; !,, J
@& # 3 P# ( < Q; , & 7 G I6: ; !,, J - & -> ; 0) % & & :& =
5.6.1.8 Ford partnership forming upon the launch of the new Think City car in the US, 2002 E !,,!; 8 & D & & ( ; & 0) ; & ; 9 & ; %) ; & ) ; - >
.
; 6 !,,! D 3 & 9 & # < > ; & & 3 ; & > & 8 & 0) ; &; ; 8 &
5.6.1.9 Kamkorp partnership forming in relation to the Think Public, 2002- 2006 !,,!' )& G D# & 8 > !,,! 4 & ; 8 & & & I) ; !,,!J G ; & & 82>: 7 ) 0G; G > ; G - & ; G 4 - ; 4 WYX ,> (B :&; & W X - - > 8 ; & & I( ; !,,!J
G ; & ; 8< < ; ;
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; & I0 ; !,,'J 6> & ; ; G & - & & & 8 < ; > ; G < - 3 & G ; ; & > & > @& & 9 < > & :& >@F 5 ; P4 & ; & & Q I%; !,,*JV @ < >@F > > = !,,* G G < > 6 I% ; !,,*J # - & ; - $, < 3 G & & > 2 ; !,,*; (D(> 7B( & ; & > 9 & &
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5.6.2 Finance partnerships breaking
5.6.2.1 Oslo energy, Hydro and Statoil partnerships breaking around the first Think City car production model, 1998 & # ( ; @; ) ) >
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5.6.3 Finance partnerships reforming
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Appendix 1: Interviews/Speeches/Observation Notes
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Appendix 3: Research presentation given to Think & !, , & &
TH!NK Agenda – connecting for sustainable mobility A study of the conditions for making Think happen Background Targets 1st trip Field research visit 1: Wish list Identifying current principles for Limitations complementary resources between Approach Think and its partners Schedule Open points Updated briefing presentation 13.01.10 Prepared for Jan Jansen, HR Think 12.01.10/KSI 21.12.09/KSI
Background for this PhD research Targets 1st field research trip
Research focus: Verify and elaborate stakeholder/shareholder overview based on my Visio timeline overview A study of the conditions for making Think happen Collect information about how key managers at Think ‘make sense of Think’ and establish understanding among This research is primarily concerned with understanding …. and in relation to partners: this is likely to be done by use how we think about the way organizational actors connect in of business models, conceptual drawings, contracts or projects over time, given uncertainty and contingencies? other ‘tools’
This means it is the processes through which resources and partners Identify past and current principles for complementary become complementary for one another, which are of interest. Negotiation and organization of events, software and product resources between Think and its partners: this is likely to development, supply, delivery, sales and other key processes of be mentioned in contracts, discussion or meeting notes organization. And over time, looking at the history of Think, there has (email?) been drawn a dynamic web of resources and relations. What may, retrospectively, be considered as the principles/rationales underlying Gain a solid impression and understanding of ‘the daily the resources and relations? And how are these principles playing a organization at Think’ role and giving structure?
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!$ Wish list (after all its Christmas!) Limitations of 1st field research trip
Workstation at a place that allows me observe and sense As this is my first full visit at Think there will be some what goes on when people move around, people I speak to for the first time, which may impact the efficiency of the conversations A space where I may ask people to join me for a conversational interview … Conversational interview with key managers Attend meetings/talks between key managers: planning, discussion or decision meetings. Access to Think Intranet: - company official presentations in relation to various events - conceptual papers - business cases - roadmaps - service contracts with partners …
Approach to field research (1/3) Approach to field research (2/3)
This project is set up to conduct qualitative field research. Analysis of what may be the appropriate complementary That means formal as well as informal interaction with the resources to investigate and which not people at Think is of decisive importance. Analysis of Think archive data related, relevant and The aim is to gather the data under the most natural, accessible regarding the selected complementary every-day familiar and more or less relaxed conditions as resources this mirror the reality of those at Think being interviewed or observed. Interview with key mgmt to identify principles/drivers behind the selected complementary resources in relation ‘Data’ is many ‘things’. It may be what is seen, heard, read to past events or otherwise observed. As my familiarity with Think increases so is my focus on data likely to become more Observation in meetings concerning the selected specific. complementary resources and upcoming events
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Approach to field research (3/3) Schedule Week 3: January 18-22
Archival data will be listed and in my possession kept 18.01 Monday 19.01 Tuesday 20.01 Wednesday 21.01 Thursday 22.01 Friday secure through doc. lock system 8:00 ** Erik Skaarnaes 9:00 Workstation set-up 9-10:00 Helge Nerland Interviews will be tape recorded or video taped depending ** Chris Neal 10:00 Talk with Jan Jansen Meeting room with Meeting Room 10-11:00 Talk with projector Magnus Blomstrand on interviewees permission 10-10:45 D. Brown 11:00 10-10:45 Egil (CTO) 10:45-12 Arne 11-11:30 Pictures Degemose 10:45-12:00 Katinka 12:00 Talk with R.Canny Meetings will be tape recorded or video taped depending 12-13:00 Ole
on meeting organizers permissions 13:00 Talk with R.Canny
14:00 TRANSFER Talk with Jan Jansen Observational notes will be hand written. 14:30-17:00 Photo documentation or video recording according to CEO 15:00 Talk with J O Ringdal All Team Meeting TRANSFER permission 16:00 Workstation clean-up Talk with M. Eimstad 17:00 Private Appointment 18:00
Evening
Open points to 1st field trip Conditions for making THINK happen
Ensure commitment by key managers at Think ok 11.01.10 JJ • Connecting is about aligning the actors around the Book meeting room at Think and 4-6 interviews ok 11.01.10 JJ sustainable innovation journey and knowing why one actor’s Organise entry card and workstation ok 08.01.10 JJ involvement in ‘the making’ in one particular situation is better
Prepare detailed interview guide in work 13.01.10 KSI than that of another.
Convert Think-wall overview into Visio ok 10.01.10 KSI
Book hotel /and flight ok 06.01.10 KSI • Uncertainty and contingencies are aspects of organization, holding both chance and risk, and which are likely to change Book recording equipment ok 04.01.10 KSI during the course of a project and affect the way we think, Book meetings with MoveAbout, JO Ringdal ok 12.01.10 KSI decide and connect. Book meetings with Innovasjon Norge, Research council n.a. 13.01.10 KSI Norge -> take up point with Think
Update briefing presentation by 14.01.2010 ok. 13.01.10 KSI • Convergence/Divergence are terms popularly associated with the bundling and un-bundling of technologies as one relatively dominant technology trajectory is observed
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! TH!NK, The research basics… – the Norwegian electrical car manufacturer Period: Sept. 2009 – Aug. 2011 – the case company in this research Literature: Innovation and organization literature applying a process perspective Method: Qualitative research (Archives, Interviews, In a society in constant motion, the history Observations, Photos and Video) of TH!NK points to that they have managed Contact: Karin Strzeletz Ivertsen / [email protected] to connect into very complicated networks
and this way created climate strategies for Before joining CBS, KSI worked several years within the telecommunication and the hearing instrument industry. Her academic background is in strategy, organization and management business through partnerships. studies based on an MBA, BA (Hons) and as Academy Economist.
Conditions for making THINK connect
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H ) D 4; I!,,; E ' J @ 83 = $## 7 G 7 AA A 2 A ! A !e A!,,A,A, A ,, '',A - = !,,,' , M >8 I!, '; E $J 7 6 ( B % 6 7 c. % !,!,G T % G 7 AA A&A > > > > > ' ',,* M ; 7 G I J $ 4 5 . 7 # ) U ; 4 I!,,.J ! 8 8 $ + 8 # :& M @ ', TITLER I PH.D.SERIEN: – a Field Study of the Rise and Fall of a Bottom-Up Process 2004 10. Knut Arne Hovdal 1. Martin Grieger De profesjonelle i endring Internet-based Electronic Marketplaces Norsk ph.d., ej til salg gennem and Supply Chain Management Samfundslitteratur 2. Thomas Basbøll 11. Søren Jeppesen LIKENESS Environmental Practices and Greening A Philosophical Investigation Strategies in Small Manufacturing Enterprises in South Africa 3. Morten Knudsen – A Critical Realist Approach Beslutningens vaklen En systemteoretisk analyse of mo- 12. Lars Frode Frederiksen derniseringen af et amtskommunalt Industriel forskningsledelse sundhedsvæsen 1980-2000 – på sporet af mønstre og samarbejde i danske forskningsintensive virksom- 4. 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Anika Liversage The Case of the governance of Finding a Path environmental risks by World Bank Labour Market Life Stories of environmental staff Immigrant Professionals 8. Cynthia Selin 35. Kasper Elmquist Jørgensen Volatile Visions: Transactons in Studier i samspillet mellem stat og Anticipatory Knowledge erhvervsliv i Danmark under 1. verdenskrig 9. Jesper Banghøj Financial Accounting Information and 36. Finn Janning Compensation in Danish Companies A DIFFERENT STORY Seduction, Conquest and Discovery 10. Mikkel Lucas Overby Strategic Alliances in Emerging High- 37. Patricia Ann Plackett Tech Markets: What’s the Difference Strategic Management of the Radical and does it Matter? Innovation Process Leveraging Social Capital for Market 11. Tine Aage Uncertainty Management External Information Acquisition of Industrial Districts and the Impact of 2006 Different Knowledge Creation Dimen- 1. Christian Vintergaard sions Early Phases of Corporate Venturing A case study of the Fashion and 2. 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Morten Schnack Risk Management in the Supply Chain Teknologi og tværfaglighed – en analyse af diskussionen omkring 34. Peter Aagaard indførelse af EPJ på en hospitalsafde- Det unikkes dynamikker ling De institutionelle mulighedsbetingel- ser bag den individuelle udforskning i 8. Helene Balslev Clausen professionelt og frivilligt arbejde Juntos pero no revueltos – un estudio sobre emigrantes norteamericanos en 35. Yun Mi Antorini un pueblo mexicano Brand Community Innovation An Intrinsic Case Study of the Adult 9. Lise Justesen Fans of LEGO Community Kunsten at skrive revisionsrapporter. En beretning om forvaltningsrevisio- 36. Joachim Lynggaard Boll nens beretninger Labor Related Corporate Social Perfor- mance in Denmark 10. Michael E. Hansen Organizational and Institutional Per- The politics of corporate responsibility: spectives CSR and the governance of child labor and core labor rights in the 1990s 2008 1. Frederik Christian Vinten 11. 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Pham Thi Song Hanh Corporate Governance in Banking Functional Upgrading, Relational A European Study Capability and Export Performance of Vietnamese Wood Furniture Producers 16. Kristian Anders Hvass A Boolean Analysis Predicting Industry 25. Mads Vangkilde Change: Innovation, Imitation & Busi- Why wait? ness Models An Exploration of first-mover advanta- The Winning Hybrid: A case study of ges among Danish e-grocers through a isomorphism in the airline industry resource perspective 17. Trine Paludan 26. Hubert Buch-Hansen De uvidende og de udviklingsparate Rethinking the History of European Identitet som mulighed og restriktion Level Merger Control blandt fabriksarbejdere på det aftaylo- A Critical Political Economy Perspective riserede fabriksgulv 2009 18. Kristian Jakobsen 1. Vivian Lindhardsen Foreign market entry in transition eco- From Independent Ratings to Commu- nomies: Entry timing and mode choice nal Ratings: A Study of CWA Raters’ Decision-Making Behaviours 19. Jakob Elming Syntactic reordering in statistical ma- 2. Guðrið Weihe chine translation Public-Private Partnerships: Meaning and Practice 20. Lars Brømsøe Termansen Regional Computable General Equili- 3. Chris Nøkkentved brium Models for Denmark Enabling Supply Networks with Colla- Three papers laying the foundation for borative Information Infrastructures regional CGE models with agglomera- An Empirical Investigation of Business tion characteristics Model Innovation in Supplier Relation- ship Management 21. Mia Reinholt The Motivational Foundations of 4. Sara Louise Muhr Knowledge Sharing Wound, Interrupted – On the Vulner- ability of Diversity Management 5. Christine Sestoft 14. Jens Albæk Forbrugeradfærd i et Stats- og Livs- Forestillinger om kvalitet og tværfaglig- formsteoretisk perspektiv hed på sygehuse – skabelse af forestillinger i læge- og 6. Michael Pedersen plejegrupperne angående relevans af Tune in, Breakdown, and Reboot: On nye idéer om kvalitetsudvikling gen- the production of the stress-fit self- nem tolkningsprocesser managing employee 15. Maja Lotz 7. Salla Lutz The Business of Co-Creation – and the Position and Reposition in Networks Co-Creation of Business – Exemplified by the Transformation of the Danish Pine Furniture Manu- 16. Gitte P. Jakobsen facturers Narrative Construction of Leader Iden- tity in a Leader Development Program 8. Jens Forssbæck Context Essays on market discipline in commercial and central banking 17. Dorte Hermansen ”Living the brand” som en brandorien- 9. Tine Murphy teret dialogisk praxis: Sense from Silence – A Basis for Orga- Om udvikling af medarbejdernes nised Action brandorienterede dømmekraft How do Sensemaking Processes with Minimal Sharing Relate to the Repro- 18. Aseem Kinra duction of Organised Action? Supply Chain (logistics) Environmental Complexity 10. Sara Malou Strandvad Inspirations for a new sociology of art: 19. Michael Nørager A sociomaterial study of development How to manage SMEs through the processes in the Danish film industry transformation from non innovative to innovative? 11. Nicolaas Mouton On the evolution of social scientific 20. Kristin Wallevik metaphors: Corporate Governance in Family Firms A cognitive-historical enquiry into the The Norwegian Maritime Sector divergent trajectories of the idea that collective entities – states and societies, 21. Bo Hansen Hansen cities and corporations – are biological Beyond the Process organisms. Enriching Software Process Improve- ment with Knowledge Management 12. Lars Andreas Knutsen Mobile Data Services: 22. Annemette Skot-Hansen Shaping of user engagements Franske adjektivisk afledte adverbier, der tager præpositionssyntagmer ind- 13. Nikolaos Theodoros Korfiatis ledt med præpositionen à som argu- Information Exchange and Behavior menter A Multi-method Inquiry on Online En valensgrammatisk undersøgelse Communities 23. Line Gry Knudsen Collaborative R&D Capabilities In Search of Micro-Foundations 24. Christian Scheuer End User Participation between Proces- Employers meet employees ses of Organizational and Architectural Essays on sorting and globalization Design 25. Rasmus Johnsen 7. Rex Degnegaard The Great Health of Melancholy Strategic Change Management A Study of the Pathologies of Perfor- Change Management Challenges in mativity the Danish Police Reform 26. Ha Thi Van Pham 8. Ulrik Schultz Brix Internationalization, Competitiveness Værdi i rekruttering – den sikre beslut- Enhancement and Export Performance ning of Emerging Market Firms: En pragmatisk analyse af perception Evidence from Vietnam og synliggørelse af værdi i rekrutte- rings- og udvælgelsesarbejdet 27. Henriette Balieu Kontrolbegrebets betydning for kausa- 9. Jan Ole Similä tivalternationen i spansk Kontraktsledelse En kognitiv-typologisk analyse Relasjonen mellom virksomhetsledelse og kontraktshåndtering, belyst via fire 2010 norske virksomheter 1. Yen Tran Organizing Innovationin Turbulent 10. Susanne Boch Waldorff Fashion Market Emerging Organizations: In between Four papers on how fashion firms crea- local translation, institutional logics te and appropriate innovation value and discourse 2. Anders Raastrup Kristensen 11. Brian Kane Metaphysical Labour Performance Talk Flexibility, Performance and Commit- Next Generation Management of ment in Work-Life Management Organizational Performance 3. Margrét Sigrún Sigurdardottir 12. Lars Ohnemus Dependently independent Brand Thrust: Strategic Branding and Co-existence of institutional logics in Shareholder Value the recorded music industry An Empirical Reconciliation of two Critical Concepts 4. Ásta Dis Óladóttir Internationalization from a small do- 13. Jesper Schlamovitz mestic base: Håndtering af usikkerhed i film- og An empirical analysis of Economics and byggeprojekter Management 14. Tommy Moesby-Jensen 5. Christine Secher Det faktiske livs forbindtlighed E-deltagelse i praksis – politikernes og Førsokratisk informeret, ny-aristotelisk τ forvaltningens medkonstruktion og ηθος-tænkning hos Martin Heidegger konsekvenserne heraf 15. Christian Fich 6. Marianne Stang Våland Two Nations Divided by Common What we talk about when we talk Values about space: French National Habitus and the Rejection of American Power 16. Peter Beyer 25. Kenneth Brinch Jensen Processer, sammenhængskraft Identifying the Last Planner System og fleksibilitet Lean management in the construction Et empirisk casestudie af omstillings- industry forløb i fire virksomheder 26. Javier Busquets 17. 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