J-c Spender
Biographic Data
| ID | 3420692 |
|---|---|
| NAME | J-c Spender |
| GIVEN NAMES | J-c |
| FAMILY NAME | Spender |
| SIGNATURE | SPENDER J |
| AFFILIATIONS | Lund University |
| ORCID | 0000-0002-0803-4622 |
| VERIFIED | Yes |
| TOTAL WORKS | 11 |
| TOTAL CITATIONS | 6 |
| AUTHOR COUNT | 10 |
| EDITOR COUNT | 1 |
| FIRST PUBLICATION YEAR | 1995 |
| LATEST PUBLICATION YEAR | 2015 |
| H-INDEX | 2 |
Strategizing
Technology
Technology is a puzzle despite its evident impact on our lives.
Strategic Conversations
Most organizations fail to take full advantage of their employees' knowledge, initiative, and imagination. In this accessible and practical book, J.-C. Spender and Bruce Strong provide a guide for building entrepreneurial workforces through carefully designed conversations between management and employees. These 'strategic conversations' make employees partners in the strategy development process, engaging them to help shape the organization's fu…
Nonaka and KMâ s Past, Present and Future
The Oxford Handbook of Human Capital
This handbook provides a much needed, authoritative and inter-disciplinary survey of concepts, applications and research on human capital, the stock of human capabilities and knowledge found in organisations.
The Resource-Based View
The resource-based view (RBV) of the firm has been around for over 20 years—during which time it has been both widely taken up and subjected to considerable criticism. The authors review and assess the principal critiques evident in the literature, arguing they fall into eight categories. They conclude the RBV’s core message can withstand criticism from five of these quite well provided the RBV’s variables, boundaries, and applicability are adequ…
Can Simon's Notion of `Bounded Rationality' Give Us New Ideas About Leadership
Pluralist Epistemology and the Knowledge-Based Theory of the Firm
Our focus is the differences between monist and pluralist epistemologies. We want to illustrate how the adoption of a pluralist epistemology can reshape our theorizing about firms, organizations and their management. We can then build theories that are inherently dynamic and treat firms and organizations as the processes of creating the values which markets distribute. But to do this we must move beyond today's positivist monist conventions to a …
Making knowledge the basis of a dynamic theory of the firm
Knowledge is too problematic a concept to make the task of building a dynamic knowledge‐based theory of the firm easy. We must also distinguish the theory from the resource‐based and evolutionary views. The paper begins with a multitype epistemology which admits both the pre‐ and subconscious modes of human knowing and, reframing the concept of the cognizing individual, the collective knowledge of social groups. While both Nelson and Winter, and …
Managing the Uncertainties of Innovation
Thompson's two domain model, with its central core of rational activities separated from a mantle of boundary-spanning activities, tells us how organizations cope with externally generated uncertainties. Innovation is an internal source of uncertainty that this model does not adequately cover. Following Burns and Stalker, we suggest that the rational core and the organic boundary-spanning are incompatible domains of activity with different modes …
Organizational Renewal
A number of writers, March, Simon, Weick, Orton, Pfeffer and Clegg, have dealt with change in loosely coupled systems. But one associated aspect, the role of top management, has yet to be clarified. Drawing on recent empirical research in punctuated change and CEO replacement, we consider how tight coupling might lead to punctuated change while loose coupling facilitates continuous change. But loose-coupling is no simple prescription. It raises q…
Managing the Uncertainties of Innovation
Thompson's two domain model, with its central core of rational activities separated from a mantle of boundary-spanning activities, tells us how organizations cope with externally generated uncertainties. Innovation is an internal source of uncertainty that this model does not adequately cover. Following Burns and Stalker, we suggest that the rational core and the organic boundary-spanning are incompatible domains of activity with different modes …
Organizational Renewal
A number of writers, March, Simon, Weick, Orton, Pfeffer and Clegg, have dealt with change in loosely coupled systems. But one associated aspect, the role of top management, has yet to be clarified. Drawing on recent empirical research in punctuated change and CEO replacement, we consider how tight coupling might lead to punctuated change while loose coupling facilitates continuous change. But loose-coupling is no simple prescription. It raises q…
Managing the Uncertainties of Innovation
Thompson's two domain model, with its central core of rational activities separated from a mantle of boundary-spanning activities, tells us how organizations cope with externally generated uncertainties. Innovation is an internal source of uncertainty that this model does not adequately cover. Following Burns and Stalker, we suggest that the rational core and the organic boundary-spanning are incompatible domains of activity with different modes …
Organizational Renewal
A number of writers, March, Simon, Weick, Orton, Pfeffer and Clegg, have dealt with change in loosely coupled systems. But one associated aspect, the role of top management, has yet to be clarified. Drawing on recent empirical research in punctuated change and CEO replacement, we consider how tight coupling might lead to punctuated change while loose coupling facilitates continuous change. But loose-coupling is no simple prescription. It raises q…
Making knowledge the basis of a dynamic theory of the firm
Knowledge is too problematic a concept to make the task of building a dynamic knowledge‐based theory of the firm easy. We must also distinguish the theory from the resource‐based and evolutionary views. The paper begins with a multitype epistemology which admits both the pre‐ and subconscious modes of human knowing and, reframing the concept of the cognizing individual, the collective knowledge of social groups. While both Nelson and Winter, and …
Pluralist Epistemology and the Knowledge-Based Theory of the Firm
Our focus is the differences between monist and pluralist epistemologies. We want to illustrate how the adoption of a pluralist epistemology can reshape our theorizing about firms, organizations and their management. We can then build theories that are inherently dynamic and treat firms and organizations as the processes of creating the values which markets distribute. But to do this we must move beyond today's positivist monist conventions to a …
Can Simon's Notion of `Bounded Rationality' Give Us New Ideas About Leadership
The Resource-Based View
The resource-based view (RBV) of the firm has been around for over 20 years—during which time it has been both widely taken up and subjected to considerable criticism. The authors review and assess the principal critiques evident in the literature, arguing they fall into eight categories. They conclude the RBV’s core message can withstand criticism from five of these quite well provided the RBV’s variables, boundaries, and applicability are adequ…
The Oxford Handbook of Human Capital
This handbook provides a much needed, authoritative and inter-disciplinary survey of concepts, applications and research on human capital, the stock of human capabilities and knowledge found in organisations.
Nonaka and KMâ s Past, Present and Future
Strategic Conversations
Most organizations fail to take full advantage of their employees' knowledge, initiative, and imagination. In this accessible and practical book, J.-C. Spender and Bruce Strong provide a guide for building entrepreneurial workforces through carefully designed conversations between management and employees. These 'strategic conversations' make employees partners in the strategy development process, engaging them to help shape the organization's fu…
Strategizing
Technology
Technology is a puzzle despite its evident impact on our lives.
Computer Science (7 works) · Business (5 works) · Economics (5 works) · Epistemology (5 works) · Political science (5 works) · Philosophy (4 works) · Sociology (4 works) · Complex Systems and Decision Making (3 works) · Innovation and Knowledge Management (3 works) · Management (3 works)