Abstract: The high degree of digitalization in Norway depends on external ITconsultants working on internal projects in private firms as well as in public organizations. This is partly because of organizations’ need for ...

Abstract: In recent decades we have seen examples of how some organizations lack the capabilities necessary to maneuver in times of uncertain, rapidly changing and unstable environments. During the Covid-19 pandemic, the ...

This chapter suggests that the European Central Bank´s (ECB’s) changed role over the last 10 years can be conceptualized by three modes of crisis handling: Denial, Mission Creep, and Mission Leap. The ECB was never intended ...

Governments are large buyers of vehicles, thus contributing to pollution. To promote sustainability, policies have been shaped to replace government-owned fossil fuel cars with electric cars. Public procurement is seen as ...

With organizational environments becoming increasingly complex and volatile, the concept of “organizational resilience” has become the “new normal”. Organizational resilience is a complex and multidimensional concept which ...

When the 2007 global financial crisis hit financial markets, European leaders were quick to point the finger at US markets, excessive risk-taking, and insufficient regulation. However, it soon became apparent that European ...

Abstract: The purpose of the chapter is to increase the understanding of how recruitment practices affect management practices. To explore the consequences of hiring inadequate managers, the author poses the following three ...

Dette er introduksjonen til et spesialnummer om entreprenørskap. Det forteller hvordan entreprenørskapsbegrepet kom inn i antropologien på 1960-tallet og dets betydning for antropologiens kjernevirksomhet – å frembringe ...