International Conference on Information Systems, Dec 15, 1997
This paper presents a case study of the implementation of a sophisticated internal performance mo... more This paper presents a case study of the implementation of a sophisticated internal performance monitoring system by the service division of a value-added reseller of Canon products in Denmark. This new control system could not only aid in controlling cost and productivity, but could also monitor customer service and quality levels. Although the new system was implemented with exceptional technical success, it met a very defensive reception among the technicians. In response, management decided to initiate an empowerment program. In order for this program to have a significant impact, management needed to make the requisite shifts from a strictly hierarchical to a team-based organization form, as well as moving from a hierarchical to an interactive control process. It was only after the company completed this type of "organizational realignment" that the real benefits of the system were harvested. This case study explores the implications of the dispersed and empowered organization and the consequent lack of direct process control. In order to fulfill this aim, the discussion is based on the Grossman, Hart, and Moore theories of incomplete contracting and the role of "information assets" and incentive misalignment of the newly "empowered" and highly knowledge-based service organization is examined. Although property rights theories have typically been applied in "boundary of the firm" questions, the goal of this case study is to illustrate the potential of incomplete contract theory in explaining internal incentive structures and governance mechanisms in the emerging wave of organizations characterized by a rich knowledge base, geographical dispersion, or even "loose" and virtual organization structures.
... Projektet er planlagt og gennemført af Peter Neergaard, Esben Rahbek Pedersen, Mette Andersen... more ... Projektet er planlagt og gennemført af Peter Neergaard, Esben Rahbek Pedersen, Mette Andersen, Line Bech og Marie ... Sakse, Miljøstyrelsen, Camilla Damgaard, Miljøstyrelsen, Lisbeth Engel Hansen, Miljømærkesekretariatet, Irene W. Ladegaard, Novadan, og Erik J. Møller ...
This paper presents a case study of the implementation of a sophisticated internal performance mo... more This paper presents a case study of the implementation of a sophisticated internal performance monitoring system by the service division of a valueadded reseller of Canon products in Denmark. This new control system could not only aid in controlling cost and productivity but could also monitor customer service and quality levels. Although the new system was implemented with exceptional technical success, it met a very defensive reception among the technicians. In response, management decided to initiate an empowerment programme. In order for this programme to have a significant impact, management needed to make the requisite shifts from a strictly hierarchical to a team-based organization form, as well as moving from a hierarchical to an interactive control process. It was only after the company completed this type of`organizational realignment' that the real benefits of the system were harvested. This case study explores the implications of the dispersed and empowered organization and the consequent lack of direct process control. In order to fulfil this aim, the discussion is based on the Grossman, Hart and Moore theories of incomplete contracting and the role of`information assets' and incentive misalignment of the newly`empowered' and highly knowledge-based service organization. Although property rights theories have typically been applied in`boundary of the firm' questions, the goal of this case study is to illustrate the potential of incomplete contract theory in explaining internal incentive structures and governance mechanisms in the emerging wave of organizations characterized by a rich knowledge base, geographical dispersion, or even`loose' and virtual organization structures.
Corporate Governance: The international journal of business in society, 2009
PurposeThis paper aims to juxtapose two separate perspectives on corporate social responsibility ... more PurposeThis paper aims to juxtapose two separate perspectives on corporate social responsibility (CSR) in terms of their ability to explain the cognitive alignment between managers and stakeholders on what constitutes the social responsibility of the focal firm, and to explain social performance.Design/methodology/approachThe authors take two perspectives: that of stakeholder engagement, which has historically characterized the debate on CSR; and that of internal change processes required to integrate CSR in a firm's operations. The authors analyze data from 427 interviews, of which 209 were with managers and 219 with stakeholders of 19 multinational firms in eight sectors, to assess the extent of cognitive alignment between managers and stakeholders on the conceptualization of CSR for the relevant firm, to determine which of the two theoretical perspectives is connected with the degree of cognitive alignment, and to determine which of the two is connected with the perception of...
Current quality literature often appears to assume that its recommendations are universally appli... more Current quality literature often appears to assume that its recommendations are universally applicable, implying that the models can be used by all businesses. Adopting a contingency theory approach, this paper argues that the management of quality can be organised in a variety of ways. Based on an empirical survey of quality work in Danish companies, "ve con"gurations of quality work are developed. The study investigates some factors that seem likely to determine whether a company chooses one con"guration rather than another. Quality control, the organisation of quality work and certi"cation are illustrated in individual con"gurations. Finally, the results of quality work in individual con"gurations are presented. The analysis demonstrates that each con"guration represents a signi"cantly di!erent way of addressing and controlling quality in companies.
In this volume, the authors focus on different aspects of managing CSR in action to capture diffe... more In this volume, the authors focus on different aspects of managing CSR in action to capture differences between discourse and practice. By examining the question from three angles-talking about CSR, doing CSR and measuring CSR-they attempt to make sense of the difference between practice and reality.
Purpose–This paper aims to juxtapose two separate perspectives on corporate social responsibility... more Purpose–This paper aims to juxtapose two separate perspectives on corporate social responsibility (CSR) in terms of their ability to explain the cognitive alignment between managers and stakeholders on what constitutes the social responsibility of the focal firm, and to explain social performance.
The RESPONSE project is a threeyear study into the alignment of society's expectations with manag... more The RESPONSE project is a threeyear study into the alignment of society's expectations with managers' understandings of their companies' responsibilities towards society. It therefore examines the practices of Corporate Social Responsibility (CSR), as defined by the European Commission in its July 2001 Green Paper, July 2002 Communication (the socalled 'White Paper'), and its March 2006 Communication to the European Parliament:
Since the mid 1990s political and public debates about the social responsibilities of firms have ... more Since the mid 1990s political and public debates about the social responsibilities of firms have gained renewed force. Although CSR seems to be a well defined concept in management literature, in its diverse applications the CSR concept loses much of its pertinence. In Managing Corporate Social Responsibility in Action, the authors focus on different aspects of managing CSR in action to capture differences between discourse and practice. By examining the question from three angles - talking about CSR, doing CSR and measuring CSR - they attempt to make sense of the difference between practice and reality. This volume considers ways to overcome the difficulties that arise around CSR in action.
This paper presents a case study of the implementation of a sophisticated internal performance mo... more This paper presents a case study of the implementation of a sophisticated internal performance monitoring system by the service division of a value-added reseller of Canon products in Denmark. This new control system could not only aid in controlling cost and productivity, ...
This paper presents a case study of the implementation of a sophisticated internal performance mo... more This paper presents a case study of the implementation of a sophisticated internal performance monitoring system by the service division of a valueadded reseller of Canon products in Denmark. This new control system could not only aid in controlling cost and productivity but could also monitor customer service and quality levels. Although the new system was implemented with exceptional technical success, it met a very defensive reception among the technicians. In response, management decided to initiate an empowerment programme. In order for this programme to have a significant impact, management needed to make the requisite shifts from a strictly hierarchical to a team-based organization form, as well as moving from a hierarchical to an interactive control process. It was only after the company completed this type of`organizational realignment' that the real benefits of the system were harvested. This case study explores the implications of the dispersed and empowered organization and the consequent lack of direct process control. In order to fulfil this aim, the discussion is based on the Grossman, Hart and Moore theories of incomplete contracting and the role of`information assets' and incentive misalignment of the newly`empowered' and highly knowledge-based service organization. Although property rights theories have typically been applied in`boundary of the firm' questions, the goal of this case study is to illustrate the potential of incomplete contract theory in explaining internal incentive structures and governance mechanisms in the emerging wave of organizations characterized by a rich knowledge base, geographical dispersion, or even`loose' and virtual organization structures.
International Conference on Information Systems, Dec 15, 1997
This paper presents a case study of the implementation of a sophisticated internal performance mo... more This paper presents a case study of the implementation of a sophisticated internal performance monitoring system by the service division of a value-added reseller of Canon products in Denmark. This new control system could not only aid in controlling cost and productivity, but could also monitor customer service and quality levels. Although the new system was implemented with exceptional technical success, it met a very defensive reception among the technicians. In response, management decided to initiate an empowerment program. In order for this program to have a significant impact, management needed to make the requisite shifts from a strictly hierarchical to a team-based organization form, as well as moving from a hierarchical to an interactive control process. It was only after the company completed this type of "organizational realignment" that the real benefits of the system were harvested. This case study explores the implications of the dispersed and empowered organization and the consequent lack of direct process control. In order to fulfill this aim, the discussion is based on the Grossman, Hart, and Moore theories of incomplete contracting and the role of "information assets" and incentive misalignment of the newly "empowered" and highly knowledge-based service organization is examined. Although property rights theories have typically been applied in "boundary of the firm" questions, the goal of this case study is to illustrate the potential of incomplete contract theory in explaining internal incentive structures and governance mechanisms in the emerging wave of organizations characterized by a rich knowledge base, geographical dispersion, or even "loose" and virtual organization structures.
... Projektet er planlagt og gennemført af Peter Neergaard, Esben Rahbek Pedersen, Mette Andersen... more ... Projektet er planlagt og gennemført af Peter Neergaard, Esben Rahbek Pedersen, Mette Andersen, Line Bech og Marie ... Sakse, Miljøstyrelsen, Camilla Damgaard, Miljøstyrelsen, Lisbeth Engel Hansen, Miljømærkesekretariatet, Irene W. Ladegaard, Novadan, og Erik J. Møller ...
This paper presents a case study of the implementation of a sophisticated internal performance mo... more This paper presents a case study of the implementation of a sophisticated internal performance monitoring system by the service division of a valueadded reseller of Canon products in Denmark. This new control system could not only aid in controlling cost and productivity but could also monitor customer service and quality levels. Although the new system was implemented with exceptional technical success, it met a very defensive reception among the technicians. In response, management decided to initiate an empowerment programme. In order for this programme to have a significant impact, management needed to make the requisite shifts from a strictly hierarchical to a team-based organization form, as well as moving from a hierarchical to an interactive control process. It was only after the company completed this type of`organizational realignment' that the real benefits of the system were harvested. This case study explores the implications of the dispersed and empowered organization and the consequent lack of direct process control. In order to fulfil this aim, the discussion is based on the Grossman, Hart and Moore theories of incomplete contracting and the role of`information assets' and incentive misalignment of the newly`empowered' and highly knowledge-based service organization. Although property rights theories have typically been applied in`boundary of the firm' questions, the goal of this case study is to illustrate the potential of incomplete contract theory in explaining internal incentive structures and governance mechanisms in the emerging wave of organizations characterized by a rich knowledge base, geographical dispersion, or even`loose' and virtual organization structures.
Corporate Governance: The international journal of business in society, 2009
PurposeThis paper aims to juxtapose two separate perspectives on corporate social responsibility ... more PurposeThis paper aims to juxtapose two separate perspectives on corporate social responsibility (CSR) in terms of their ability to explain the cognitive alignment between managers and stakeholders on what constitutes the social responsibility of the focal firm, and to explain social performance.Design/methodology/approachThe authors take two perspectives: that of stakeholder engagement, which has historically characterized the debate on CSR; and that of internal change processes required to integrate CSR in a firm's operations. The authors analyze data from 427 interviews, of which 209 were with managers and 219 with stakeholders of 19 multinational firms in eight sectors, to assess the extent of cognitive alignment between managers and stakeholders on the conceptualization of CSR for the relevant firm, to determine which of the two theoretical perspectives is connected with the degree of cognitive alignment, and to determine which of the two is connected with the perception of...
Current quality literature often appears to assume that its recommendations are universally appli... more Current quality literature often appears to assume that its recommendations are universally applicable, implying that the models can be used by all businesses. Adopting a contingency theory approach, this paper argues that the management of quality can be organised in a variety of ways. Based on an empirical survey of quality work in Danish companies, "ve con"gurations of quality work are developed. The study investigates some factors that seem likely to determine whether a company chooses one con"guration rather than another. Quality control, the organisation of quality work and certi"cation are illustrated in individual con"gurations. Finally, the results of quality work in individual con"gurations are presented. The analysis demonstrates that each con"guration represents a signi"cantly di!erent way of addressing and controlling quality in companies.
In this volume, the authors focus on different aspects of managing CSR in action to capture diffe... more In this volume, the authors focus on different aspects of managing CSR in action to capture differences between discourse and practice. By examining the question from three angles-talking about CSR, doing CSR and measuring CSR-they attempt to make sense of the difference between practice and reality.
Purpose–This paper aims to juxtapose two separate perspectives on corporate social responsibility... more Purpose–This paper aims to juxtapose two separate perspectives on corporate social responsibility (CSR) in terms of their ability to explain the cognitive alignment between managers and stakeholders on what constitutes the social responsibility of the focal firm, and to explain social performance.
The RESPONSE project is a threeyear study into the alignment of society's expectations with manag... more The RESPONSE project is a threeyear study into the alignment of society's expectations with managers' understandings of their companies' responsibilities towards society. It therefore examines the practices of Corporate Social Responsibility (CSR), as defined by the European Commission in its July 2001 Green Paper, July 2002 Communication (the socalled 'White Paper'), and its March 2006 Communication to the European Parliament:
Since the mid 1990s political and public debates about the social responsibilities of firms have ... more Since the mid 1990s political and public debates about the social responsibilities of firms have gained renewed force. Although CSR seems to be a well defined concept in management literature, in its diverse applications the CSR concept loses much of its pertinence. In Managing Corporate Social Responsibility in Action, the authors focus on different aspects of managing CSR in action to capture differences between discourse and practice. By examining the question from three angles - talking about CSR, doing CSR and measuring CSR - they attempt to make sense of the difference between practice and reality. This volume considers ways to overcome the difficulties that arise around CSR in action.
This paper presents a case study of the implementation of a sophisticated internal performance mo... more This paper presents a case study of the implementation of a sophisticated internal performance monitoring system by the service division of a value-added reseller of Canon products in Denmark. This new control system could not only aid in controlling cost and productivity, ...
This paper presents a case study of the implementation of a sophisticated internal performance mo... more This paper presents a case study of the implementation of a sophisticated internal performance monitoring system by the service division of a valueadded reseller of Canon products in Denmark. This new control system could not only aid in controlling cost and productivity but could also monitor customer service and quality levels. Although the new system was implemented with exceptional technical success, it met a very defensive reception among the technicians. In response, management decided to initiate an empowerment programme. In order for this programme to have a significant impact, management needed to make the requisite shifts from a strictly hierarchical to a team-based organization form, as well as moving from a hierarchical to an interactive control process. It was only after the company completed this type of`organizational realignment' that the real benefits of the system were harvested. This case study explores the implications of the dispersed and empowered organization and the consequent lack of direct process control. In order to fulfil this aim, the discussion is based on the Grossman, Hart and Moore theories of incomplete contracting and the role of`information assets' and incentive misalignment of the newly`empowered' and highly knowledge-based service organization. Although property rights theories have typically been applied in`boundary of the firm' questions, the goal of this case study is to illustrate the potential of incomplete contract theory in explaining internal incentive structures and governance mechanisms in the emerging wave of organizations characterized by a rich knowledge base, geographical dispersion, or even`loose' and virtual organization structures.
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Papers by P. Neergaard
For the introductory chapter, visit: http://www.ashgatepublishing.com/pdf/SamplePages/Managing_Corporate_Social_Responsibility_in_Action_Intro.pdf
For the introductory chapter, visit: http://www.ashgatepublishing.com/pdf/SamplePages/Managing_Corporate_Social_Responsibility_in_Action_Intro.pdf