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The Paradox of Routine-Based Agility: How Stable Structures Enable Adaptive Resilience in Organizations

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The Paradox of Routine-Based Agility: How Stable Structures Enable Adaptive Resilience in Organizations

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Stable Uncertainty: How Adaptive Routines Enable Resilience in Remote, AI-Driven, or Crisis-Prone Workplaces

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Stable Uncertainty: How Adaptive Routines Enable Resilience in Remote, AI-Driven, or Crisis-Prone Workplaces

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 How do organizations develop new “adaptive routines” when introducing AI-driven workflows, and how do these routines support or hinder agility and psychological readiness for change?

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 How do organizations develop new “adaptive routines” when introducing AI-driven workflows, and how do these routines support or hinder agility and psychological readiness for change?

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Individual and organizational learning. Fra Advanced topics

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Individual and organizational learning. Fra Advanced topics

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- Can be different

If you alone have knowledge, It may be more difficult to coordinate because individual learning has to be shared or else there will be a lot of different opinions and then coordination.

- You can link individual learning to organizational learning. But organization learning are done through routines, ways to deal with uncertainty, their dependencies.

This is correlated with the use of technology, a way to eliminate exceptions, to get different dependencies, you pull raw materials and sort them to different working positions, so they are available. (Like the chefs working at each of their stations. They are recruited longer down the line to the bottom left, before the technology was introduced to make it easier for them.

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Balancing Exploration and Exploitation in the AI Era: A Strategic Framework for Sustainable Competitive Advantage

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Balancing Exploration and Exploitation in the AI Era: A Strategic Framework for Sustainable Competitive Advantage

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Twin Transitioning: Hvordan kan selskaper kombinere digital og grønn transformasjon for å skape varige konkurransefortrinn?

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Twin Transitioning: Hvordan kan selskaper kombinere digital og grønn transformasjon for å skape varige konkurransefortrinn?

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I en verden der både digitalisering og bærekraft (grønn omstilling) er avgjørende for selskapers overlevelse, oppstår et strategisk dilemma: Hvordan kan selskaper drive twin transitioning – altså kombinere digital transformasjon med bærekraftige forretningsmodeller – for å skape langsiktige konkurransefortrinn?

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How does AI-driven decision-making influence managerial effectiveness and organizational agility?

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How does AI-driven decision-making influence managerial effectiveness and organizational agility?

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Resistance to Transformation: Leadership Strategies for Overcoming Barriers

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Resistance to Transformation: Leadership Strategies for Overcoming Barriers

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The Future of Work: How Will AI Impact Job Satisfaction and Employee Retention?

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The Future of Work: How Will AI Impact Job Satisfaction and Employee Retention?

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The relationship between motivational climates and change readiness: the mediating roles of digital mindsets

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The relationship between motivational climates and change readiness: the mediating roles of digital mindsets

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Normalization of Deviation in Digital Transformation: Why Do Companies Accept Failing Strategies?

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Normalization of Deviation in Digital Transformation: Why Do Companies Accept Failing Strategies?

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Concept: "Normalization of Deviation" refers to how organizations gradually accept subpar performance or small failures as "normal" until it leads to major failure (e.g., NASA's Challenger disaster, corporate bankruptcies).
📌 Problem: Many companies implement digital transformation strategies that fail to deliver value but continue down the same path instead of correcting course.

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Digital Maturity vs. Organizational Agility: What Matters More for Long-Term Success?

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Digital Maturity vs. Organizational Agility: What Matters More for Long-Term Success?

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I en tid der teknologisk utvikling, kunstig intelligens og nye forretningsmodeller stadig forandrer konkurranselandskapet, er digital modenhet ikke lenger nok. Selskaper må utvikle digital mestring – evnen til å kontinuerlig tilpasse seg, innovere og kapitalisere på ny teknologi for å sikre varige konkurransefortrinn.

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How do cognitive biases impact strategic decision-making in leadership?

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How do cognitive biases impact strategic decision-making in leadership?

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Will 2025 be the year AI reimagines organisational structures?

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Will 2025 be the year AI reimagines organisational structures?

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Will 2025 be the year AI reimagines organisational structures?

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2025 looks set to be the year in which AI drastically reimagines how organisations build and maintain their core structures.

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Analysis of the use of Artificial Intelligence in Improving the Decision-Making Process in the Organization

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Analysis of the use of Artificial Intelligence in Improving the Decision-Making Process in the Organization

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How does AI affect leadership styles (e.g., does it reinforce autocratic vs. participatory leadership?)

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2. Remote Leadership & Hybrid Work: Managing Productivity and Well-Being in Virtual Teams. What psychological factors drive engagement and motivation in hybrid work environments?

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2. Remote Leadership & Hybrid Work: Managing Productivity and Well-Being in Virtual Teams. What psychological factors drive engagement and motivation in hybrid work environments?

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How do remote and hybrid work models impact organisational commitment and productivity?

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6. Organizational Resilience: How Organizations Adapt to Unexpected Crises

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6. Organizational Resilience: How Organizations Adapt to Unexpected Crises

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• How do high-reliability organizations (HROs) manage crises effectively?

• What can businesses learn from emergency response teams (e.g., police, military) in handling organizational crises?

• How do organizations develop resilience to unexpected market disruptions?

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9. The Gig Economy & Workforce Flexibility: Challenges in Managing a Contingent Workforce

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9. The Gig Economy & Workforce Flexibility: Challenges in Managing a Contingent Workforce

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• How does leadership differ when managing freelance vs. full-time employees?

• What are the psychological and motivational challenges of a gig-based workforce?

• How do companies retain top talent in a highly flexible job market?

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10. The Future of Work: How Automation and AI Change Leadership & HR Practices

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10. The Future of Work: How Automation and AI Change Leadership & HR Practices

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• What leadership skills are most critical in an AI-driven workplace?

• How do employees adapt to AI replacing or augmenting human roles?

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8. Sustainable HRM: Integrating ESG and People Management for Long-Term Success

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8. Sustainable HRM: Integrating ESG and People Management for Long-Term Success

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• What are the psychological factors that drive employee engagement in corporate sustainability initiatives?

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Praktisk, hovedfunn og hva som er lite forsket på som trenger mer forskning som bygger opp under problemstilling

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Praktisk, hovedfunn og hva som er lite forsket på som trenger mer forskning som bygger opp under problemstilling

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Compare and integrate SDT with other management theories (e.g., Need Achievement Theory) 

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Compare and integrate SDT with other management theories (e.g., Need Achievement Theory) 

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Leadership practices in the digital age: The role of needs and leader support in innovation, organizational performance and motivational climate 

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Leadership practices in the digital age: The role of needs and leader support in innovation, organizational performance and motivational climate 

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how the implementation of algorithmic management may influence employees’ motivational needs and engagement

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how the implementation of algorithmic management may influence employees’ motivational needs and engagement

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Unconscious Goal Projection (Kawada, 2004) 

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Unconscious Goal Projection (Kawada, 2004) 

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Goal projection involves projecting one’s goals onto others.

We assume others have mastery goals when we have mastery goals, we think others are competitive if we have competitive goals (Kawada, 2014).

We assume that other people intend to watch the same movie, catch the same train, and buy the same thing (Ahn, 2015).

Creates the “ultimate hypocrites.”

Maybe Freud was right…and maybe he fell prey to this?

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1. Leadership Decision-Making Under Uncertainty: Biases and Strategies for Mitigation

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1. Leadership Decision-Making Under Uncertainty: Biases and Strategies for Mitigation

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• Key Question: How do different leadership styles influence decision-making biases under uncertainty?

• Theoretical Basis: Behavioral decision-making models, heuristics & biases (Tversky & Kahneman), and risk perception.

• Relevance: Organizations face increasing uncertainty (e.g., market shifts, crises), requiring leaders to make better decisions under pressure.

• Potential Methodology: Experimental study on leaders’ decision-making with manipulated uncertainty levels.

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2. The Role of Emotion in Organizational Decision-Making: How Affective States Influence Risk-Taking

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2. The Role of Emotion in Organizational Decision-Making: How Affective States Influence Risk-Taking

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• Key Question: How do emotions like anger, fear, and happiness impact decision-making and risk-taking in organizations?

• Theoretical Basis: Emotion and decision-making theories (Lerner et al., Loewenstein), affect heuristic, appraisal tendency framework.

• Relevance: Organizations need to understand how emotions drive leadership choices, especially in high-stakes decisions (e.g., crisis management, investments).

• Potential Methodology: Experimental study or survey-based analysis of emotional states and decision outcomes.

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3. Nudging in Organizations: How Choice Architecture Affects Employee Decision-Making

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3. Nudging in Organizations: How Choice Architecture Affects Employee Decision-Making

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• Key Question: How can nudging techniques improve leadership decisions or employee behavior?

• Theoretical Basis: Choice architecture (Thaler & Sunstein), nudging framework (Münscher et al.).

• Relevance: Organizations increasingly use nudging to drive better employee behavior, from well-being initiatives to productivity.

• Potential Methodology: Field experiment testing different nudges (e.g., default options, framing) on decision outcomes.

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4. The Impact of Overconfidence on Leadership Effectiveness and Strategic Decisions

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4. The Impact of Overconfidence on Leadership Effectiveness and Strategic Decisions

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• Key Question: How does overconfidence in leaders affect organizational decision-making?

• Theoretical Basis: Overconfidence bias (Moore & Healy, Kahneman), leadership psychology.

• Relevance: Leaders often overestimate their abilities, leading to riskier business decisions.

• Potential Methodology: Surveys of executives or managers, measuring overconfidence levels and decision outcomes.

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6. Psychological Safety and Decision-Making: The Impact of Fear on Group Judgments

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6. Psychological Safety and Decision-Making: The Impact of Fear on Group Judgments

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• Key Question: How does psychological safety impact group decision-making and risk-taking?

• Theoretical Basis: Psychological safety (Edmondson), fear and risk avoidance (Lerner & Keltner).

• Relevance: Organizations seek ways to foster innovation while reducing fear-based decision-making.

• Potential Methodology: Survey-based study or organizational case studies.

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8. Decision Fatigue in Leadership: How Cognitive Load Impacts Organizational Decision-Making

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8. Decision Fatigue in Leadership: How Cognitive Load Impacts Organizational Decision-Making

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• Key Question: How does decision fatigue affect leadership effectiveness, and what strategies can mitigate it?

• Theoretical Basis: Decision fatigue (Baumeister), ego depletion theory, cognitive load theory.

• Relevance: Leaders make countless decisions daily, which may impair later choices.

• Potential Methodology: Experimental study measuring decision quality over time with interventions like breaks or structured decision-making tools.

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9. Leadership Adaptation to Unexpected Events: Lessons from Crisis Management

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9. Leadership Adaptation to Unexpected Events: Lessons from Crisis Management

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• Key Question: How do different leadership styles affect decision-making in unexpected crises?

• Theoretical Basis: Crisis leadership, High-Reliability Organizations (HROs), resilience theory.

• Relevance: Organizations must prepare leaders for black swan events.

• Potential Methodology: Case study analysis of real-world crisis leadership (e.g., COVID-19, financial crises).

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10. The Normalization of Deviations: How Organizational Cultures Foster Risky Decisions

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10. The Normalization of Deviations: How Organizational Cultures Foster Risky Decisions

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• Key Question: How do organizations unintentionally normalize risky behavior in decision-making?

• Theoretical Basis: Normal Accidents Theory (Perrow), decision traps, organizational routines.

• Relevance: Many corporate scandals stem from a gradual erosion of ethical norms.

• Potential Methodology: Case study analysis of organizations that experienced major failures.

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10. Strategic Decision-Making Under Uncertainty: How Cognitive Biases Affect Business Strategy

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10. Strategic Decision-Making Under Uncertainty: How Cognitive Biases Affect Business Strategy

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• Key Question: How do cognitive biases influence strategic business decisions under uncertainty?

• Theoretical Basis: Behavioral Strategy (Kahneman & Tversky, 1979), Bounded Rationality (Simon, 1955).

• Relevance: Leaders frequently make strategic mistakes due to biases like overconfidence and loss aversion.

• Methodology: Experimental study or survey-based research on executives and managers.

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The Paradox of Routine-Based Agility: How Stable Structures Enable Adaptive Resilience Across Diverse Organizational Contexts

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The Paradox of Routine-Based Agility: How Stable Structures Enable Adaptive Resilience Across Diverse Organizational Contexts

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How do organizations in different industries design and use routinized structures to support agility and resilience in response to uncertainty?