Petter Gullmark
Biographic Data
| ID | 4398691 |
|---|---|
| NAME | Petter Gullmark |
| GIVEN NAMES | Petter |
| FAMILY NAME | Gullmark |
| SIGNATURE | GULLMARK P |
| AFFILIATIONS | UiT The Arctic University of Norway |
| ORCID | 0000-0002-6600-6494 |
| VERIFIED | Yes |
| TOTAL WORKS | 4 |
| TOTAL CITATIONS | 5 |
| WORKS AS AUTHOR | 4 |
| WORKS AS EDITOR | 0 |
| FIRST PUBLICATION YEAR | 2021 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 1 |
Middle managers matter! Unpacking the deployment and adaptation of organization-level dynamic capabilities
How do public sector organizations (PSO) adapt established dynamic capabilities (DC)? Our longitudinal study of two Norwegian municipalities reveals that public middle managers leverage their distinct dynamic managerial capabilities (DMC) to deploy and adapt organization-level DC through specific meso-level mechanisms. Our study makes two significant contributions. First, we introduce a multilevel model for the deployment and adaptation of organi…
Public sector entrepreneurship
Public sector entrepreneurship (PSE) has emerged as a vital field, exploring how public servants leverage opportunities to create public value amidst unprecedented and unpredictable challenges in governance. This article navigates the expansive landscape of PSE literature, consolidating diverse theoretical perspectives and fragmented knowledge into a cohesive framework. Through an integrative and systematic review of 100 articles, we identify PSE…
Public entrepreneurial opportunities
Which entrepreneurial opportunities do public servants find appealing, and what influences their evaluation? Our investigation of 14 Norwegian municipal entrepreneurial projects indicates that public servants positively assess the attractiveness of welfare, economic, and participatory opportunities. Their evaluations are shaped by public sector logics. Our contribution is twofold: first, we connect the discourse on entrepreneurial opportunities w…
Do All Roads Lead to Innovativeness? A Study of Public Sector Organizations’ Innovation Capabilities
Although much has been written about public sector innovation in the last two decades, we still do not fully understand how public sector organizations become innovative. Therefore, this study inductively explored how four Norwegian municipalities developed innovation capabilities. I found that public sector organizations develop two forms of innovation capability in a path-dependent manner: low-routinized innovation capability and highly routini…
Do All Roads Lead to Innovativeness? A Study of Public Sector Organizations’ Innovation Capabilities
Although much has been written about public sector innovation in the last two decades, we still do not fully understand how public sector organizations become innovative. Therefore, this study inductively explored how four Norwegian municipalities developed innovation capabilities. I found that public sector organizations develop two forms of innovation capability in a path-dependent manner: low-routinized innovation capability and highly routini…
Do All Roads Lead to Innovativeness? A Study of Public Sector Organizations’ Innovation Capabilities
Although much has been written about public sector innovation in the last two decades, we still do not fully understand how public sector organizations become innovative. Therefore, this study inductively explored how four Norwegian municipalities developed innovation capabilities. I found that public sector organizations develop two forms of innovation capability in a path-dependent manner: low-routinized innovation capability and highly routini…
Public entrepreneurial opportunities
Which entrepreneurial opportunities do public servants find appealing, and what influences their evaluation? Our investigation of 14 Norwegian municipal entrepreneurial projects indicates that public servants positively assess the attractiveness of welfare, economic, and participatory opportunities. Their evaluations are shaped by public sector logics. Our contribution is twofold: first, we connect the discourse on entrepreneurial opportunities w…
Public sector entrepreneurship
Public sector entrepreneurship (PSE) has emerged as a vital field, exploring how public servants leverage opportunities to create public value amidst unprecedented and unpredictable challenges in governance. This article navigates the expansive landscape of PSE literature, consolidating diverse theoretical perspectives and fragmented knowledge into a cohesive framework. Through an integrative and systematic review of 100 articles, we identify PSE…
Middle managers matter! Unpacking the deployment and adaptation of organization-level dynamic capabilities
How do public sector organizations (PSO) adapt established dynamic capabilities (DC)? Our longitudinal study of two Norwegian municipalities reveals that public middle managers leverage their distinct dynamic managerial capabilities (DMC) to deploy and adapt organization-level DC through specific meso-level mechanisms. Our study makes two significant contributions. First, we introduce a multilevel model for the deployment and adaptation of organi…
Business (4 works) · Entrepreneurship Studies and Influences (3 works) · Innovation and Knowledge Management (3 works) · Computer Science (2 works) · Dynamic Capabilities (2 works) · Economics (2 works) · Management and Organizational Studies (2 works) · Marketing (2 works) · Public sector (2 works) · Business Strategy and Innovation (1 work)