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The relevance of finance for strategy is probably never greater than during a recession. We argue that the strategy literature has been virtually silent on the issue of recessions, and that this constitutes a regrettable sin of omission. Recessions are also periods when the commonly held view of financial markets in the strategy literature – efficient, and therefore strategically irrelevant – is particularly misplaced. A key route to rectify this omission is to focus on how recessions affect investment behavior, and thereby firms’ stocks of assets and capabilities which ultimately will affect competitive outcomes. In the present chapter, we aim to contribute by analyzing how two key aspects of recessions, demand reductions and reductions in credit availability, affect three different types of investments: physical capital, R&D and innovation, and human- and organizational capital. We synthesize and conceptualize insights from finance- and macroeconomics about how recessions affect different types of investments and find that recessions not only affect the level of investment, but also the composition of investments. Some of these effects are quite counterintuitive. For example, investments in R&D are both more and less sensitive to credit constraints than physical capital is, depending on available internal finance. Investments in human capital grow as demand falls, and both R&D and human capital investments show important nonlinearities with respect to changes in demand.

Is there a specific way of thinking about organisational learning in Nordic countries? Are concepts such as organisational learning and learning organisations imported, or do they emerge with specific meanings from more local discourses? Beyond that, are they supported by specific learning theories? The purpose of this paper is to trace the way that the concepts of organisational learning and learning organisations appear in research and policy documents in Norway and to identify what sort of learning theories pertain to those concepts. The authors discuss whether Norway’s case exemplifies a Nordic way of thinking about learning in organisations.

Through an archaeological investigation into the concepts of organisational learning and learning organisations, the authors explore the theoretical and cultural framing of the concepts in research and policy. The authors limit our work to large industrial field experiments conducted in the 1960s and to large education reform in the 2000s.

During the industrial field experiments in the 1960s, the concept of organisational learning evolved to form participatory learning processes in non-hierarchical organisations able to contribute to democracy at work. Education policy in the 2000s, by contrast, imported the concept of the learning organisation that primarily viewed learning as an instrumental process of knowledge production. That strategy is incommensurable to what we define as a Nordic way, one in which learning is also understood as a cultural and social process advanced by democratic participation.

The authors add to organisational learning theories by demonstrating the importance of cultural context for theories and showing that the understanding of learning is historically and culturally embedded.

Learning at the local level is an important contributor to safe and resilient communities. The purpose of this article is therefore to explore what motivates municipalities in Norway to learn from disasters and how they learn from them. This purpose has been fulfilled by (1) addressing the process of learning from disasters occurring within municipalities, and (2) learning from disasters in other municipalities, in particular from the terrorist incidents that occurred in Oslo on 22 July 2011.

An interview study was conducted of individuals responsible for municipal emergency preparedness.

Unwanted events that occur outside municipal borders only trigger learning processes if they are geographically proximate. Events occurring within the geographical borders of the municipality represent greater potential for learning than those occurring outside its borders. Availability of resources for municipal civil protection activities is another factor that has an impact on learning.

The local level plays a key role in generating and maintaining adequate civil protection and emergency preparedness in society. Although the literature on learning from disasters is extensive, learning processes at the local level have been given little attention. This article thus contributes to the existing body of knowledge by studying learning processes following disasters at the local level.

This paper aims to explore how manufacturing organisations’ performance measurement and management (PMM) systems are evolving when digital technologies (DTs) are deployed. It focusses on the operational level, asking whether DTs are used to promote command-and-control or empowerment-oriented performance management.

The findings are based on a single case study from a department of a Norwegian electrochemical plant. The department recently implemented a performance measurement system (PMS) supported by DTs to capture, analyse and visualise close-to-real-time performance data on individuals and teams. The authors analysed both the management practices associated with the new PMS and how those related to other PMM-subsystems in the organisation.

When seen in isolation, the new PMS was used to promote empowerment and operators reported a significant increase in perceived psychological empowerment. However, other parts of the organisation’s PMM system remained control-oriented, so that the overall balance between control and empowerment remained stable.

New PMSs might be added to support local needs and create arenas for empowerment without disturbing the overall balance in the PMM system.

Building on the insights from the case study, the authors propose that DTs may be deployed to promote both command-and-control and empowerment within different PMM subsystems in the same organisation. Hence, the deployment of DTs is likely to have contradictory effects, which are best understood through a “system of systems” perspective on PMMs.

This study explores how information and communication technologies (ICT) can contribute to empowerment in an Industry 4.0 setting.

The results are based on a case study of a Norwegian manufacturing organisation that has highly automated production and an integrated ICT platform. Data analysis was guided by the Smith and Bititci (2017) framework for performance measurement and management.

When powered by advanced ICT, the performance measurement system matures. The design and development of the ICT platform also reinforce the organisation's existing performance management practices. Empowerment is strengthened when automated collection, analysis and reporting of performance data free up middle managers' time so that they, together with operators, can drive continuous improvement.

The findings are limited to a single case study and require further testing for transferability to other organisations. Future research should explore whether performance management practices are also reinforced by ICT in more command- and control-oriented organisations.

The paper suggests an alternative strategy of Industry 4.0 transformation for organisations committed to empowerment. Such organisations should rely on in-house, iterative ICT development and build digital competence broadly.

This article contributes to the understanding of how performance measurement and management are interrelated and evolve in the context of Industry 4.0. To the best of the authors’ knowledge, highlighting the role of middle managers in empowering operators through continuous improvement is novel in the performance measurement and management literature.

This paper aims to gain empirical insights into the relationship between lean production and digitalization within Industry 4.0 from a process-theoretical perspective. Following an initial report at the European Lean Educators Conference 2021 conference, the authors searched for explanations as to why digital lean tools stagnate, whereas production improves continuously.

This paper is based on a qualitative case study in a Norwegian processing industry company over a period of 18 months from 2020 to 2022.

Process theory offers explanations of why digitalization and lean can change over time. Despite agile development, digitalization is still characterized by centralization and programmatic planning. Lean production is decentralized, with long-term and continuous change processes. This creates challenges for coordination between digitalization and lean.

Organizations should strive for coordination and collaboration between central and local decision makers and between digital and business process competence. Digital systems should have built-in flexibility for local setup, and local managers need sufficient competence to set up systems that are aligned with continuous improved production.

This study contributes empirical insights into real-life industry challenges to a literature that has until now been theoretical and focused on potential synergies.

The purpose of this paper is to examine the effect of absorptive capacity (ACAP) and co-creation on innovation performance (INN).

The authors use survey data from Swedish and Norwegian companies (n=1,102) and establish a cross-national equivalence between Sweden and Norway.

The subsequent structural model revealed interesting differences. For Sweden, co-creation fully mediates the effect of ACAP on INN, whereas for Norway, ACAP has a direct effect on INN with no mediation. Subsequent regressions including control variables showed that the structural model is reasonably robust. The authors conclude that, despite the many common national features conducive to innovation between these two countries, sufficient differences remain to create substantial variation in the innovation processes.

The study presents a second-order model of ACAP that permits a unique test of cross-country differences.

This paper aims to discuss whether recent theoretical and practical approaches within industrial safety management might be applicable to, and solve challenges experienced in, the field of information security, specifically related to incident management.

A literature review was carried out.

Principles, research and experiences on the issues of plans, training and learning in the context of industrial safety management would be suitable for adoption into the field of information security incident management and aid in addressing current challenges.

There are a number of reasons why approaches from industrial safety management have something to offer to information security incident management: the former field is more mature and has longer traditions, there is more organizational research on industrial safety issues than on information security issues so far, individual awareness is higher for industrial safety risks and worker participation in systematic industrial safety work is ensured by law. More organizational research on information security issues and continuous strengthening of individual security awareness would push information security to further maturity levels where current challenges are solved.

This paper shows that the field of information security incident management would gain from closer collaborations with industrial safety management, both in research and in practical loss prevention in organizations. The ideas discussed in this paper form a basis for further research on practical implementations and case studies.

The main audience of this paper includes information security researchers and practitioners, as they will find inspirational theories and experiences to bring into their daily work and future projects.

The purpose of this paper is to measure and discuss the effects of an e‐learning tool aiming at improving the information security knowledge, awareness, and behaviour of employees.

The intervention study has a pre‐ and post‐assessment of knowledge and attitudes among employees. In total, 1,897 employees responded to a survey before and after the intervention. The population is divided into an intervention group and a control group, where the only thing that separates the groups is participation in the intervention (i.e. the e‐learning tool).

The study documents significant short‐time improvements in security knowledge, awareness, and behavior of members of the intervention group.

The study looks at short‐time effects of the intervention. The paper has done a follow‐up study of the long‐term effects, which is also submitted to Information Management & Computer Security.

The study can document that software that support Information Security Awareness programs have a short‐time effect on employees' knowledge, behaviour, and awareness; more interventions studies, following the same principles as presented in this paper, of other user‐directed measures are needed, to test and document the effects of different measures.

The paper is innovative in the area of information security research as it shows how the effects of an information security intervention can be measured.