Evaluation document, KoF11 Part A: Strategic aspects on research ...

Uppsala University 15<strong>KoF11</strong>A5.1. Ahrne, G. and Brunsson, N. (2011) “Organization outside organizations: The significance of partialorganization”, Organization, 18: 83-104.http://org.sagepub.com/content/18/1/83.full.pdf+html[This paper discusses how partial organization arises, how and why institutions and networks sometimes becomeorganized, and the consequences of organization for change, transparency and accountability.]2. Bengtson A., Hadjikhani, A. Pahlberg, C., (2011), Political Entrepreneurship in New SmallVentures, The Case of IMS; International Journal of Entrepreneurial Venturing, Vol. 3, No. 1, pp. 26-43.[Instead of business entrepreneurship, the paper develops new thoughts on political entrepreneurship of smallbusiness firms.]3. Carrington, Thomas, 2010, "An analysis of the demands on a sufficient audit: professionalappearance is what counts!", Critical Perspectives on Accounting, vol. 21, no. 8, pp. 669-682.URL:http://www.sciencedirect.com.ezproxy.its.uu.se/science?_ob=PublicationURL&_cdi=6756&_pubType=J&_acct=C000035158&_version=1&_urlVersion=0&_userid=651519&md5=d17d0b1d68e97f126f57bb00d3974b65&jchunk=21#21[This article analyzes the demands on a sufficient audit. The material investigated is the disciplinary casespublished by the SSBPA. The image of a sufficient audit that materializes from this investigation is of an auditthat meets the demands of professional appearance.]4. Ciabuschi, F., Forsgren, M. and Martín, O., 2011. Rationality versus ignorance: The role ofMNC headquarters in the subsidiaries’ innovation processes. Accepted in Journal ofInternational Business Studies.[This article contributes to IB research by bringing to the scene an alternative approach to boundedrationality – the sheer ignorance perspective – to explain the behavior of key actors in the MNE. Wecontrast these two perspectives regarding the relationship between HQ’s knowledge about and HQ’sinvolvement in innovation processes at the subsidiary level, and regarding the impact of this potentialinvolvement on innovation processes performance.]5. Drogendijk, R. and Zander, L., 2010. Walking the cultural distance: in search of direction andbeyond friction, Advances in International Management, 23, 189-212.[This article addresses the shortcomings of cultural distance, a concept commonly used in International Business.Cultural profiling and cultural positioning are proposed as alternative ways of conceptualizing andcontextualizing cultural complexity when comparing and contrasting critical cultural differences. Culturaldiversity is viewed as not only leading to friction or problem creation, but also to enrichment and solutiongeneration.]6. Havila, V. & Medlin, C., 2011, Ending Competence in Business Closure, Industrial MarketingManagement. (Forthcoming).[Contrary to other studies on initiation or development of relationship, this paper elaborate new thought on howrelationships are ended. The view is examined on project development and termination.]7. Iveroth, Einar, 2010, "Inside Ericsson: a framework for the practice of leading global ITenabledchange", California Management Review, vol. 53, no. 1, pp. 136-153.2011-02-28 Dept of Business Studies v 1.0