Publikationer

This chapter presents results from a project about leadership in Greenland. It discusses how leaders in Greenlandic organizations legitimize decisions in territories of interactions. The research focus on how Greenlandic leaders at times are challenged by the tight relationship in the small society but also how the tightness supports close and fruitful interactions where leaders qualify and legitimize decisions related to quality, business development, and future actions. The findings demonstrate how the leaders legitimize actions and decision in their local networks and how this relates to and develops their everyday practice.

Ledelse og samarbejde diskuteres i artiklen som en kollektiv aktivitet i organisationer i Grønland. Med udgangspunkt i empirisk materiale indsamlet i 2018 og 2019 beskrives problemstillinger som ledere genkender og formulerer. I analysen diskuteres hvordan ledelse fremstår som en kollektiv aktivitet, at problematisering er en væsentlig del af ledelsesaktiviteten og hvordan ledelse udvikles i interaktionsterritorier.

I artiklen formuleres fem spørgsmål, der kan være relevante at stille i forbindelse med ledelsesaktiviteten, ikke mindst i den særlige situation organisationer befinder sig i lige nu med COVID-19 forebyggelsen. Herudover konkluderes det, at der fortsat er behov for at udvikle den produktive ledelsesaktivitet igennem akademisk ledelsesuddannelse.

Purpose – There is no agreement in the network literature about how participating in networks is of value. This article aims to explore the underlying dynamics that form and support the process of value co-creation in networks.

Design/methodology/approach – The article draws together symbolic interactionism and organizational ethnography to outline a research approach illustrating how participation in networks becomes valuable. The empirical data were collected through fieldwork over two in two local business networks in Denmark.

Findings – The case study illustrates how participants in local business networks struggle to make participation valuable. The article shows how networks can be considered joint spheres for value co-creation. Three main arguments supporting value in networks stands out from the research: (1) Leadership as a collective achievement supports processes of value co-creation; (2) Develop a shared but dynamic focus and (3) Participation is valuable when supporting participants’ daily worklife.

Originality/value – The article builds up a creative analytical framework based on symbolic interactionism making an important contribution about how participants experience value in networks.