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  • 1.
    Carlsson, Christer
    et al.
    Åbo Akad Univ, Finland.
    Sell, Anna
    Åbo Akad Univ, Finland.
    Walden, Camilla
    Åbo Akad Univ, Finland.
    Walden, Pirkko
    Åbo Akad Univ, Finland.
    Lundqvist, Siw
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Marcusson, Leif
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Go Vendla Go! Creating a Digital Coach for the Young Elderly2017In: INFORMATION SYSTEMS, EMCIS 2017 / [ed] Themistocleous, M Morabito, V, Springer, 2017, p. 204-209Conference paper (Refereed)
    Abstract [en]

    The proportion of ageing citizens is high and increasing in most EU countries and there is a growing political pressure to make sure that the costs for the elderly care programs do not grow out of bounds. The focus of the ageing population programs is at the 75+ age group. The younger age group - the "young elderly" that is the focus in our research - does not get much attention. Recently, we have noticed a growing insight that preventive programs could be helpful as healthier young elderly will help produce healthier seniors (the 75 + age group) which over time will have significant effects on the costs for health and social care for the ageing population. Our study is a synergistic combination of two timely research areas: digitalisation and the ageing population. The focus combination of digital wellness services and the young elderly is unique. We build on a research program that is operating since January 2014. Our current research in progress aims at finding out how a digital coach - a personal trainer called Vendla - can be worked out for digital wellness services.

  • 2.
    Helmefalk, Miralem
    et al.
    Linnaeus University, School of Business and Economics, Department of Marketing.
    Lundqvist, Siw
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Marcusson, Leif
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    The role of mechanics in gamification: an interdisciplinary perspective2019In: International Journal of Virtual and Augmented Reality, ISSN 2473-537X, Vol. 3, no 1, p. 18-41Article in journal (Refereed)
    Abstract [en]

    With regard to the contemporary discussion of gamifying processes in various domains, it is obvious that there exists a naive notion that simply adding leaderboards/pins/points/badges would lead to success. Even though other instances of gamification mechanics could actually perform better. The literature has not yet managed to prove whether different domains require different mechanics in order to impact on engagement and motivation. To address these critical issues, a literature review was conducted across six domains that examined game mechanics, including their uniqueness for gamification research. Findings show a myriad of mechanics with different sharing properties, which are more or less domain-congruent. These mechanics can be separated into four levels: general, mostly similar, partly similar and unique. The findings enable a better understanding of how to employ situation-congruent mechanics to a given context, which is important for both research and practice.

  • 3.
    Jeansson, John
    et al.
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Nikou, Shahrokh
    Åbo Akademi University, Finland.
    Gustavsson, Rune
    KTH Royal Institute of Technology, Sweden.
    Lundqvist, Siw
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Marcusson, Leif
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Sell, Anna
    Åbo Akademi University, Finland.
    Walden, Pirkko
    Åbo Akademi University, Finland.
    Understanding Online Channel Expansion in an SME Context: A Business Model Perspective2015In: The 28th Bled eConference, #eWellBeing: Proceedings, Research Volume / [ed] Roger Bons, Johan Versendaal, Andreja Pucihar, Mirjana Kljajic Borstnar, Bled eConference , 2015, p. 322-337Conference paper (Refereed)
    Abstract [en]

    The purpose of the paper is to study, from a business model perspective, value creating activities taken by SMEs when making a transition to an online multichannel context by adopting and adding e-commerce and/or m-commerce. 16 SMEs in Sweden are studied using a basic qualitative research approach and an e-transit business model configuration. Main results of the study are the existence of primary and secondary transition activities and the existence of a discrepancy between actions taken and their perceived degree of importance. One main conclusion is that the combination of value creating activities an SME should focus on during different stages of an online channel expansion differ depending on transition category and will change over time.

  • 4.
    Jeansson, John
    et al.
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Nikou, Shahrokh
    Åbo Akademi University, Finland.
    Lundqvist, Siw
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Marcusson, Leif
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Sell, Anna
    Åbo Akademi University, Finland.
    Walden, Pirkko
    Åbo Akademi University, Finland.
    SMEs’ online channel expansion: value creating activities2017In: Electronic Markets, ISSN 1019-6781, E-ISSN 1422-8890, Vol. 27, no 1, p. 49-66Article in journal (Refereed)
    Abstract [en]

    SMEs are faced with new business opportunities through online channels, i.e., electronic commerce and mobile commerce. The model by which they create and capture value is challenged, making the adoption of a business model that fits the organisation a crucial strategic decision. The purpose of this paper is to study value creating activities taken by SMEs when making a transition to an online multichannel context. Sixteen SMEs in Sweden are studied using a qualitative research approach and through the lens of an e-transit business model configuration. The results show that SMEs are required to take various value creating activities denoted as primary and secondary transition activities and that there is a discrepancy between actions taken and their perceived degree of importance. One main conclusion is that the combination of value creating activities an SME should focus on during different stages of an online channel expansion differ depending on the type of transition (e.g., from physical store to electronic commerce or from electronic commerce to mobile commerce) and will change over time.

  • 5.
    Lundqvist, Siw
    Linnaeus University, Faculty of Business, Economics and Design, Linnaeus School of Business and Economics. University of Turku, Finland.
    A perspective of post-merger integration: administrators do not necessarily resist changes2011In: IRIS Selected Papers of the Information Systems Research Seminar in Scandinavia, ISSN 1891-9863, E-ISSN 2387-3353, no 2, p. 183-196Article in journal (Refereed)
    Abstract [en]

    Mergers often fail, which makes it important to understand more about what couldpromote successful mergers. This paper reports on a longitudinal case-study following amerger from the administrators’ perspectives. Prior findings showed administrators that werepositive to the merger and to reengineering initiatives and that were confident about theirskills. The present study showed that the administrators wished for further development evenif some found the realized changes to have influenced their work negatively. The findingsconfirm the importance of applying various types of advice on how to prevent resistance tochanges, which includes embracing openness to changes and the necessity of providing meansfor adapting to new systems and to contribute to new routines. The case-study aims at addingfurther to the knowledge base on how to facilitate post-merger integration with a focus onunderstanding the human factors that either contribute to or hinder a merging process. 

  • 6.
    Lundqvist, Siw
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Are PMOs really that momentous for public authorities?2017In: International journal of information systems and project management, ISSN 2182-7796, E-ISSN 2182-7788, Vol. 5, no 3, p. 45-64Article in journal (Refereed)
    Abstract [en]

    Project management offices (PMOs) are frequently referred to as necessary, or even indispensable, for carrying out projects in multi-project settings, which often occur in public authorities’ Information Technology (IT) projects; particularly in times of today’s sweeping digitalization. Hence, this research studied Swedish public authorities and their IT departments’ use of PMOs; a survey was directed to IT project managers. Findings showed that even though PMOs are commonly described as significant, those that applied PMOs were fewer than those that did not. This research searched for correlations between the existence of PMOs and 88 variables that resulted in relatively few, mostly weak correlations. A hypothesis test did not show significant association between PMOs’ usage and project models’ usage. The research contributions are principally that PMOs do not appear to be that significant after all for Swedish public authorities, and to have reasonable expectations on PMOs. For practice, the implications foremost concern the importance of understanding conceivable pros and cons.

  • 7.
    Lundqvist, Siw
    University of Kalmar, Baltic Business School.
    Att lära för livet2003In: Computer Epistemology - Från Adam och Eva till Ada och e / [ed] Péter Révay, kalmar: Baltic Business School, Högskolan i Kalmar , 2003, p. 107-127Chapter in book (Other academic)
  • 8.
    Lundqvist, Siw
    Linnaeus University, Faculty of Business, Economics and Design, Linnaeus School of Business and Economics.
    Beställaren - en otydlig projektroll!2011Independent thesis Basic level (degree of Bachelor), 10 credits / 15 HE creditsStudent thesis
    Abstract [sv]

    Personliga erfarenheter från projektledningsområdet – som lärare, projektdeltagare och forskningssekreterare – har lagt grunden till författarens uppfattning om att projektets beställare ofta hamnar i skymundan. Samtidigt har erfarenheterna bidragit till åsikten att det krävs tydlighet när det gäller projektets rollfördelning - speciellt avseende projektledaren och beställaren. Undersökningens syfte är att undersöka dels hur projektlitteratur framställer beställaren och dels hur projektdokumentation framställer beställaren och sedan jämföra hur teorin (projektlitteraturen) förhåller sig till praktiken som avspeglas i projektdokumentationen. Uppsatsen genomförs som en litteraturstudie enligt en kvalitativ, induktiv metod. Urvalet gällande projektlitteratur grundar sig på tidigare urval vid kursutveckling inom projektområdet samt slut-/utvärderingsrapporter från fem projekt inom Samverkansdelegationens projektfinansiering åren 2002-2004. Studien visar att litteraturen framställer beställaren enligt tre huvudkategorier – tydligt, otydligt och perifert (som innebär att inte beställaren nämns alls eller att styrgrupp/kund lyfts fram istället) med en klar övervikt för fokus på tydlighet. I projektdokumentationen framställs beställaren enligt kategorierna otydligt eller perifert. Vid jämförelse mellan teori och praktik konstateras stora skillnader. Uppsatsens slutsatser är att det finns en tydlig diskrepans i hur litteraturen framställer beställaren och hur beställaren framställs och lyfts fram i projektdokumentationen.

  • 9.
    Lundqvist, Siw
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Focus on the most critical demands in IT project manager recruitment2018In: Journal of Modern Project Management, ISSN 2317-3963, E-ISSN 1747-0862, Vol. 6, no 1, p. 68-75Article in journal (Refereed)
    Abstract [en]

    Many descriptions are available about the qualifications IT project managers are supposed to hold in order to be fully eligible and fit for employment. Sometimes these knowledge demands are apprehended as scary in a way that actually reject people from taking on a journey for such a job career. This research concerns how IT project managers in Swedish public authorities regard the demands on their profession; 46 questions regarding these matters are answered (survey 2016) by 82 individuals. The four most prominent requirements turned out to be: 1) experience from project management, 2) self-sufficiency 3a) being social, and on shared third place 3b) being co-operative. The three demands counted from the bottom ranking, concerned holding project management certifications. The findings are useful for practice because it could play down excessively described expectations and put the light on highly relevant requirements instead. For research, the findings provide input to further research.

  • 10.
    Lundqvist, Siw
    Linnaeus University, Faculty of Business, Economics and Design, Linnaeus School of Business and Economics. Åbo Akademi University.
    In a merger: a lack of information about IS and the job situation2010In: Proceedings of the 33rd IRIS Seminar 2010 (CD) / [ed] H.W. Nicolajsen, J. Persson, L. Heeager, G. Tjörnehöj, K. Kautz, P.A. Nielsen, IRIS , 2010Conference paper (Refereed)
  • 11.
    Lundqvist, Siw
    Linnaeus University, Faculty of Business, Economics and Design, Linnaeus School of Business and Economics. Åbo Akademi University.
    In a merger: administrators are open-minded to reengineering of their assignments2010Report (Other academic)
  • 12.
    Lundqvist, Siw
    University of Kalmar, Baltic Business School.
    Knowledge-sharing in organizations: Knowledge management and ontology in co-operation with technology2007In: Fundamental IS Issues / [ed] Péter Révay, Västerås: Mälardalen University, Sweden , 2007, p. 1-13Chapter in book (Other academic)
  • 13.
    Lundqvist, Siw
    Linnaeus University, Faculty of Business, Economics and Design, Linnaeus School of Business and Economics.
    Post-merger integration issues: a longitudinal public sector case-study2011In: Problems of Management in the 21st Century, ISSN 2029-6932, Vol. 1, p. 86-107Article in journal (Refereed)
    Abstract [en]

    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.

  • 14.
    Lundqvist, Siw
    Linnaeus University, Faculty of Business, Economics and Design, Linnaeus School of Business and Economics.
    Post-merger integration issues: the importance of early appointment of new managers for successful PMI2012In: Problems of Management in the 21st Century, ISSN 2029-6932, Vol. 3, p. 63-80Article in journal (Refereed)
    Abstract [en]

    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.                                       .

  • 15.
    Lundqvist, Siw
    Linnaeus University, Faculty of Business, Economics and Design, Linnaeus School of Business and Economics.
    Searching for keys to successful post-merger integration: A longitudinal case-study following a public sector merger2012Doctoral thesis, comprehensive summary (Other academic)
    Abstract [en]

    Unsuccessful mergers are unfortunately the rule rather than the exception. Therefore it is necessary to gain an enhanced understanding of mergers and post-merger integrations (PMI) as well as learning more about how mergers and PMIs of information systems (IS) and people can be facilitated. Studies on PMI of IS are scarce and public sector mergers are even less studied. There is nothing however to indicate that public sector mergers are any more successful than those in the private sector. This thesis covers five studies carried out between 2008 and 2011 in two organizations in higher education that merged in January 2010. The most recent study was carried out two years after the new university was established. The longitudinal case-study focused on the administrators and their opinions of the IS, the work situation and the merger in general. These issues were investigated before, during and after the merger. Both surveys and interviews were used to collect data, to which were added documents that both describe and guide the merger process; in this way we aimed at a triangulation of findings. Administrators were chosen as the focus of the study since public organizations are highly dependent on this staff category, forming the backbone of the organization and whose performance is a key success factor for the organization. Reliable and effective IS are also critical for maintaining a functional and effective organization, and this makes administrators highly dependent on their organizations’ IS for the ability to carry out their duties as intended. The case-study has confirmed the administrators’ dependency on IS that work well. A merger is likely to lead to changes in the IS and the routines associated with the administrators’ work. Hence it was especially interesting to study how the administrators viewed the merger and its consequences for IS and the work situation. The overall research objective is to find key issues for successful mergers and PMIs. The first explorative study in 2008 showed that the administrators were confident of their skills and knowledge of IS and had no fear of having to learn new IS due to the merger. Most administrators had an academic background and were not anxious about whether IS training would be given or not. Before the merger the administrators were positive and enthusiastic towards the merger and also to the changes that they expected. The studies carried out before the merger showed that these administrators were very satisfied with the information provided about the merger. This information was disseminated through various channels and even negative information and postponed decisions were quickly distributed. The study conflicts with the theories that have found that resistance to change is inevitable in a merger. Shortly after the merger the (third) study showed disappointment with the fact that fewer changes than expected had been implemented even if the changes that actually were carried out sometimes led to a more problematic work situation. This was seen to be more prominent for routine changes than IS changes. Still the administrators showed a clear willingness to change and to share their knowledge with new colleagues. This knowledge sharing (also tacit) worked well in the merger and the PMI. The majority reported that the most common way to learn to use new ISs and to apply new routines was by asking help from colleagues. They also needed to take responsibility for their own training and development. Five months after the merger (the fourth study) the administrators had become worried about the changes in communication strategy that had been implemented in the new university. This was perceived as being more anonymous. Furthermore, it was harder to get to know what was happening and to contact the new decision makers. The administrators found that decisions, and the authority to make decisions, had been moved to a higher administrative level than they were accustomed to. A directive management style is recommended in mergers in order to achieve a quick transition without distracting from the core business. A merger process may be tiresome and require considerable effort from the participants. In addition, not everyone can make their voice heard during a merger and consensus is not possible in every question. It is important to find out what is best for the new organization instead of simply claiming that the tried and tested methods of doing things should be implemented. A major problem turned out to be the lack of management continuity during the merger process. Especially problematic was the situation in the IS-department with many substitute managers during the whole merger process (even after the merger was carried out). This meant that no one was in charge of IS-issues and the PMI of IS. Moreover, the top managers were appointed very late in the process; in some cases after the merger was carried out. This led to missed opportunities for building trust and management credibility was heavily affected. The administrators felt neglected and that their competences and knowledge no longer counted. This, together with a reduced and altered information flow, led to rumours and distrust. Before the merger the administrators were convinced that their achievements contributed value to their organizations and that they worked effectively. After the merger they were less sure of their value contribution and effectiveness even if these factors were not totally discounted. The fifth study in November 2011 found that the administrators were still satisfied with their IS as they had been throughout the whole study. Furthermore, they believed that the IS department had done a good job despite challenging circumstances. Both the former organizations lacked IS strategies, which badly affected the IS strategizing during the merger and the PMI. IS strategies deal with issues like system ownership; namely who should pay and who is responsible for maintenance and system development, for organizing system training for new IS, and for effectively run IS even during changing circumstances (e.g. more users). A proactive approach is recommended for IS strategizing to work. This is particularly true during a merger and PMI for handling issues about what ISs should be adopted and implemented in the new organization, issues of integration and reengineering of IS-related processes. In the new university an ITstrategy had still not been decided 26 months after the new university was established. The study shows the importance of the decisive management of IS in a merger requiring that IS issues are addressed in the merger process and that IS decisions are made early. Moreover, the new management needs to be appointed early in order to work actively with the IS-strategizing. It is also necessary to build trust and to plan and make decisions about integration of IS and people.

  • 16.
    Lundqvist, Siw
    University of Kalmar, Baltic Business School.
    Systemteori i praktiken - Jämförelse mellan Langefors och Churchmans teorier med koppling till SCORM2002In: Systems Science - A Theoretical Approach / [ed] Péter Révay, Kalmar: Baltic Business School, Högskolan i Kalmar , 2002, p. 117-133Chapter in book (Other academic)
  • 17.
    Lundqvist, Siw
    Linnaeus University, Faculty of Business, Economics and Design, Linnaeus School of Business and Economics.
    The importance of knowledge management and technology acceptance for successful post-merger integration2012Manuscript (preprint) (Other academic)
  • 18.
    Lundqvist, Siw
    University of Kalmar, Baltic Business School.
    The role of information systems in an organisational merger2009In: Konferensbidrag, IRIS32, Molde, Norge, Molde, Norge, 2009Conference paper (Refereed)
  • 19.
    Lundqvist, Siw
    Linnaeus University, Faculty of Business, Economics and Design, Linnaeus School of Business and Economics. Åbo Akademi University.
    Well-functioning IS are important for the administrators' effectiveness - and by that for the organization as a whole2010Report (Other academic)
  • 20.
    Lundqvist, Siw
    et al.
    University of Kalmar, Baltic Business School.
    Karlsson, Vivan
    To systematize decision making before implementing the SCORM2002In: The first symposium on systems analyzis / [ed] Péter Révay, Kalmar: BBS Högskolan i Kalmar , 2002, 1, p. 43-53Chapter in book (Other academic)
  • 21.
    Lundqvist, Siw
    et al.
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Marcusson, Leif
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Advertisements for ICT project managers show diversity between Swedish employers' and project management associations' views of PM certifications2014In: Problems of Management in the 21st Century, ISSN 2029-6932, Vol. 9, no 1, p. 35-55Article in journal (Refereed)
    Abstract [en]

    AppointingICT project managers is a delicate issue for management; not least since ICTprojects are known to be unsuccessful in delivering the required product intime and on budget. Hence, it is even more important to find the “right”individual for the job. According to project management associations, certificationin project management is a prerequisite for a project manager’s successfulcareer. The appreciation of project management certifications among Swedishemployers was studied using data collected from job advertisements for ICTproject managers during four years (2010-2013). Judged on how theadvertisements were worded the result indicates surprisingly low interest fromthe employers’ side, which conflicts with the project management associationsstatements about the certifications’ indispensable value for successfulprojects. Furthermore, it conflicts with a common understanding ofcertifications as essential for appointment as a project manager. The findingsidentify a possible gap between PM associations’ and employers’ views regardingthe certifications’ value, and highlight the necessity of seriously consideringwhether it is worthwhile for the individuals to strive for, and for theorganizations to promote certification, since it is costly in both time, effortand money.

  • 22.
    Lundqvist, Siw
    et al.
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Marcusson, Leif
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Apply a Project Core View to Promote Project Success2015In: Journal of Modern Project Management, ISSN 2317-3963, E-ISSN 1747-0862, Vol. 3, no 1, p. 100-109Article in journal (Refereed)
    Abstract [en]

    Achieving successful projects is critical and the project manager’s role is beyond dispute. Hence, successful recruitment processes that put critical competence requirements in focus could facilitate successful project outcomes. It is fundamental that a certain project supports the organization’s core product, because that is the basis for the organization’s success in the first place. Therefore it is important that the project core product is viewed since it is supposed to support the core product. Further, it would be helpful to distinguish between general competences and core competences in order to avoid focusing on more or less insignificant general qualification requirements while missing to elucidate the core qualification requirements that should be decisive for the outcome. This paper aims at shedding light on the necessity of paying careful attention to project core product and project core competence as basic conditions for project success. Implications for practice and research are discussed.

  • 23.
    Lundqvist, Siw
    et al.
    Linnaeus University, Faculty of Business, Economics and Design, Linnaeus School of Business and Economics.
    Marcusson, Leif
    Linnaeus University, Faculty of Business, Economics and Design, Linnaeus School of Business and Economics.
    Planera ditt projekt: en handbok2012 (ed. 1)Book (Other (popular science, discussion, etc.))
  • 24.
    Lundqvist, Siw
    et al.
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Marcusson, Leif
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Jeansson, John
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Activity theory applied at channel expansions in small and medium enterprises2017In: Problems of Management in the 21st Century, ISSN 2029-6932, E-ISSN 2538-712X, Vol. 12, no 1, p. 20-38Article in journal (Refereed)
    Abstract [en]

    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 how the expansive visibilization of work method could be used to support channel broadening activities.

  • 25.
    Marcusson, Leif
    et al.
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Lundqvist, Siw
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Applying a core competence model on Swedish job advertisements for IT project managers2015In: International Journal of Information Technology Project Management, ISSN 1938-0232, E-ISSN 1938-0240, Vol. 6, no 2, p. 1-17Article in journal (Refereed)
    Abstract [en]

    Recruitments of IT project managers are costly and time-consuming, which makes it important to handle them effectively. IT project managers’ key function in IT projects conveys that the prerequisites in such job ads become extensive and hard to satisfy because of overloaded descriptions. The organization’s core competence (henceforth CC) requirements need to be decisive and explicitly expressed. Hence, each recruitment process should involve the defining of what the CC qualifications are. Advertisements were collected (2010-2013) and a CC lens was tested for assessment of CC criteria in order to get an indication of its value. The study’s practical implication is an added understanding of the importance to discern what core competence/-s a specific project requires and furthermore to match those with the job requirements during the recruitment process. The implication for research is an inspiration for further development of methods for determining core competence criteria for recruiting IT-project managers.

  • 26.
    Marcusson, Leif
    et al.
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Lundqvist, Siw
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Core competencies' core context!2019In: Advanced online education and training technologies / [ed] Maki Habib, Hershey PA, USA: IGI Global, 2019, 1, p. 75-95Chapter in book (Refereed)
    Abstract [en]

    This chapter stresses the importance of putting core competence in its specific and accurate context to optimize its usefulness. Otherwise, the value might easily erode or even get totally lost. This research highlights core competence in the contexts of recruiting and educating IT project managers. A longitudinal study (2010 – 2013) scrutinized 325 advertisements for IT project managers. A core competence lens was used on the findings to test if such a lens was applicable to the project area (recruitment and training), which it was. This chapter follows-up on the prior research that proposes both recruitment and further training of IT project managers would gain from applying the core competence concept. The main reason for this goes back to understanding the importance of acknowledging the context, and of acting accordingly to reach customer perceived benefits / values. Core competence must be considered in the light of end products and business value.

  • 27.
    Marcusson, Leif
    et al.
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Lundqvist, Siw
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Swedish IT project managers’ personality traits mirrored in the Big five2016In: International Journal of Information Technology Project Management, ISSN 1938-0232, E-ISSN 1938-0240, Vol. 7, no 3, p. 1-14Article in journal (Refereed)
    Abstract [en]

    Project success, which is critical to achieve, requires a competent project manager. Could anybody become a skilled project manager, or what does it take? One factor that is considered to influence the opportunities of succeeding is individuals’ personality traits. Which ones would be suitable for Swedish IT project managers then? Could these be mirrored in the perspective of the Big five categories? This research was carried out by collecting and analyzing job advertisements (henceforth ads.) once a year (2010-2013), in total 325 ads. The findings indicate that the three most requested personality traits for a Swedish IT project manager are driven, communicative and structured.  Mirrored in the Big five dimensions the most requested traits from the study fell into the categories conscientiousness and extraversion. The practical implication is improved ads. by using the Big five categories; research implications are foremost yet another perspective of IT project managers’ personality traits.

  • 28.
    Marcusson, Leif
    et al.
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Lundqvist, Siw
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Why advertise the obvious?: Learning outcomes from analyzing advertisements for recruitment of swedish IS/IT project managers2015In: International journal of information systems and project management, ISSN 2182-7796, E-ISSN 2182-7788, Vol. 3, no 4, p. 39-56Article in journal (Refereed)
    Abstract [en]

    When Swedish employers advertise for IS/IT project managers they tend to list almost obvious qualification requirements instead of describing those that are unique for their companies’ competitiveness, or more precisely, instead of expressing those that really matters. The research behind this paper studied job advertisements during four years (2010–2013). The findings point to an inadequate ability to understand and/or express the requirements that should be decisive for the appointment in order to grasp the essence of what the job actually involves, which brings on problems for both the applicants and the employers. The practical implications of the study pursue a need for employers to stop advertising mostly general requirements for the benefit of more specified ones, that take the sector’s, the organization’s and the project’s requirements into consideration. By doing so, the prospect applicants have a better opportunity to understand what a certain job entails and the employers have a better chance to appoint the right individual. The research implications point to a need for acknowledging, and set about solving, problems concerning qualification requirements in advertisements for IS/IT project managers.

  • 29.
    Sell, Anna
    et al.
    Åbo Akad Univ, Finland.
    Walden, Pirkko
    Åbo Akad Univ, Finland.
    Jeansson, John
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Lundqvist, Siw
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Marcusson, Leif
    Linnaeus University, School of Business and Economics, Department of Organisation and Entrepreneurship.
    Go Digital: B2C Microenterprise Channel Expansions2019In: Journal of Electronic Commerce Research, ISSN 1938-9027, E-ISSN 1526-6133, Vol. 20, no 2, p. 75-90Article in journal (Refereed)
    Abstract [en]

    Online channels are highly relevant for microenterprises, but research focusing specifically on the challenges and circumstances faced by microenterprises doing channel expansions is scarce. A channel expansion is a strategic decision that will modify the business strategy of the company. Through twenty-two case studies in Finland and Sweden, we investigate microenterprises doing channel expansions. The goal of the research is to find out how microenterprises carry out channel expansions and what characteristics emerge from the two national samples. We look at the channel expansion from a business model perspective, which gives us a practical tool to probe the microentrepreneurs to discuss their expansions from many dimensions. Our findings show that microenterprises struggle to balance technology, business, and customer demands with competence and resources. A lack of strategic planning leads to a situation where both positive and negative outcomes of the channel expansions are largely unanticipated and unexpected.

1 - 29 of 29
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