<?xml version="1.0" encoding="UTF-8"?><xml><records><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Siw  Lundqvist</style></author><author><style face="normal" font="default" size="100%">Leif Marcusson</style></author><author><style face="normal" font="default" size="100%">John Jeansson</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">ACTIVITY THEORY APPLIED AT CHANNEL EXPANSIONS IN SMALL AND MEDIUM ENTERPRISES</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">channel expansion</style></keyword><keyword><style  face="normal" font="default" size="100%">channel transition</style></keyword><keyword><style  face="normal" font="default" size="100%">digital commerce</style></keyword><keyword><style  face="normal" font="default" size="100%">multichannel</style></keyword><keyword><style  face="normal" font="default" size="100%">omni-channel</style></keyword><keyword><style  face="normal" font="default" size="100%">small and medium-sized enterprise (SME)</style></keyword><keyword><style  face="normal" font="default" size="100%">“expansive visibilization of work method” (Sic! Engeströms’ expression)</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2017</style></year><pub-dates><date><style  face="normal" font="default" size="100%">June/2017</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2017/450-1500448334.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">12</style></volume><pages><style face="normal" font="default" size="100%">Continuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Today’s commonly carried out channel expansions of commerce could be both costly and problematic to manage. Especially for small and medium-sized enterprises (SMEs) that often suffer from a lack of digital competence, time and monetary resources in generally. Still, these transitions would be necessary to carry out because of customer demands and expectations concerning 24/7 availability, and access to digital commerce alternatives. Scarce resources are important reasons to search for how to carry out channel expansions with minimized problems. Activity theory (AT) focuses on the whole in order to detect problems that hinder successful outcomes. Hence, this theory was applied to prior findings, from a project about SME’s channel expansions, highlighting several problems that could appear during these activities. Implications for research foremost involve issues connected to the use of AT; implications for practice particularly concern if and how AT could be used to support channel broadening activities.</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">20-38</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Siw  Lundqvist</style></author><author><style face="normal" font="default" size="100%">Leif Marcusson</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">ADVERTISEMENTS FOR ICT PROJECT MANAGERS SHOW DIVERSITY BETWEEN SWEDISH EMPLOYERS’ AND PROJECT MANAGEMENT ASSOCIATIONS’ VIEWS OF PM CERTIFICATIONS</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century</style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">project management associations</style></keyword><keyword><style  face="normal" font="default" size="100%">project management certifications</style></keyword><keyword><style  face="normal" font="default" size="100%">project manager</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2014</style></year><pub-dates><date><style  face="normal" font="default" size="100%">May/2014</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1401456570.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">9</style></volume><pages><style face="normal" font="default" size="100%">Continuous</style></pages><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Appointing ICT project managers is a delicate issue for management; not least since ICT projects are known to be unsuccessful in delivering the required product in time and on budget. Hence, it is even more important to find the “right” individual for the job. According to project management associations, certification in project management is a prerequisite for a project manager’s successful career. The appreciation of project management certifications among Swedish employers was studied using data collected from job advertisements for ICT project managers during four years (2010-2013). Judged on how the advertisements were worded the result indicates surprisingly low interest from the employers’ side, which conflicts with the project management associations statements about the certifications’ indispensable value for successful projects. Furthermore, it conflicts with a common understanding of certifications as essential for appointment as a project manager. The findings identify a possible gap between PM associations’ and employers’ views regarding the certifications’ value, and highlight the necessity of seriously considering whether it is worthwhile for the individuals to strive for, and for the organizations to promote certification, since it is costly in both time, effort and money.</style></abstract><issue><style face="normal" font="default" size="100%">1</style></issue><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">35-55</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Siw  Lundqvist</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">POST-MERGER INTEGRATION ISSUES: THE IMPORTANCE OF EARLY APPOINTMENT OF NEW MANAGERS FOR SUCCESSFUL PMI</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century </style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">management</style></keyword><keyword><style  face="normal" font="default" size="100%">Merger and Post-Merger Integration (PMI) in public sector</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2012</style></year><pub-dates><date><style  face="normal" font="default" size="100%">April/2012</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">http://oaji.net/articles/2014/450-1391965021.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">3</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Managers in the 21th century need to understand how to best show leadership in a merger – not least because of the many unsuccessful post-merger integrations that have been reported in many case-studies. The human factor is fundamental to preventing post-merger failure. A longitudinal case-study, that follows a merger in the public sector, aims at verifying the recommendations in the literature on how to prevent and counter resistance to change. The administrators, whose opinions were investigated, were enthusiastically looking forward to the merger, even though they expected changes to both their information systems they use for daily work and their routines. They looked forward to the merger even as they lacked individual information about their work situation after the merger. After the merger their attitudes changed as a new more authoritative leadership style emerged that was not appreciated. The new top managers were externally recruited and became part of the merger process at a very late stage when they could not build trust with the organization anymore. Our findings confirm prior research findings about the importance of management involvement throughout a merger. Hence new managers should be appointed early in the process so they can take active part in decision-making and trust-building. The longitudinal case-study aims at adding to the knowledge base that can facilitate post-merger implementations.</style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">63-80</style></section></record><record><source-app name="Biblio" version="7.x">Drupal-Biblio</source-app><ref-type>17</ref-type><contributors><authors><author><style face="normal" font="default" size="100%">Siw  Lundqvist</style></author></authors></contributors><titles><title><style face="normal" font="default" size="100%">POST-MERGER INTEGRATION ISSUES: A LONGITUDINAL PUBLIC SECTOR CASE-STUDY</style></title><secondary-title><style face="normal" font="default" size="100%">Problems of Management in the 21st Century </style></secondary-title></titles><keywords><keyword><style  face="normal" font="default" size="100%">importance of information and involvement in organizational changes</style></keyword><keyword><style  face="normal" font="default" size="100%">resistance to changes</style></keyword></keywords><dates><year><style  face="normal" font="default" size="100%">2011</style></year><pub-dates><date><style  face="normal" font="default" size="100%">May/2011</style></date></pub-dates></dates><urls><web-urls><url><style face="normal" font="default" size="100%">https://oaji.net/articles/2014/450-1391887537.pdf</style></url></web-urls></urls><volume><style face="normal" font="default" size="100%">1</style></volume><language><style face="normal" font="default" size="100%">eng</style></language><abstract><style face="normal" font="default" size="100%">Employee resistance to change draws on conventional knowledge and prior research. Hence resistance is presupposed before a merger. In the literature advice is given on how to minimize resistance to change. A main recommendation is to inform and communicate extensively to down-play feelings of anxiety and support involvement. Nevertheless, post-merger integrations are known to be problematic and seldom achieve the predicted success. This longitudinal case-study follows a merger from the administrators’ perspective. Prior empirical findings were promising for the post-merger implementation and showed administrators who welcomed the merger. Furthermore, they were happy with the overall merger information and found themselves fully participating in the change processes. The recent findings (after the merger) showed that the administrators experienced lowered productivity, higher fragmentation of the workday and less involvement. Furthermore, the information and communication had been changed after the merger. The human factor is important to acknowledge for preventing post-merger failure and the findings from this longitudinal case-study highlights the importance of maintaining positive employee perceptions after a merger. The longitudinal case-study aims at adding to the knowledge base on facilitating post-merger implementations. </style></abstract><work-type><style face="normal" font="default" size="100%">Original article</style></work-type><section><style face="normal" font="default" size="100%">86-107</style></section></record></records></xml>