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  • 1. Haftor, Darek
    et al.
    Keller, Christina
    Rapp, Birger
    Stenberg, Göran
    Sundberg, Klas
    Dalarna University, School of Technology and Business Studies, Business Administration and Management.
    Organisering för lyckad innovationsprocess: Samspel och integration mellan innovation och produktion2018In: Management of Innovation and Technology, no 4, p. 9-11Article in journal (Other (popular science, discussion, etc.))
  • 2. Ifinedo, Princely
    et al.
    Rapp, Birger
    Ifinedo, Airi
    Sundberg, Klas
    Department of Business Studies, Uppsala University, Sweden.
    Relationships among ERP post-implementation success constructs: An analysis at the organizational level2010In: Computers in human behavior, ISSN 0747-5632, E-ISSN 1873-7692, Vol. 26, p. 1136-1148Article in journal (Refereed)
    Abstract [en]

    Enterprise Resource Planning (ERP) systems implementation success factors have been widely researched; however, few have investigated ERP post-implementation success in organizational contexts. The paucity of research into ERP system success evaluations partly motivates this research. To that end, the objective of this study is twofold. First, it primarily investigates the relationships among six dimensions in a respecified ERP system success measurement model, which was developed from prior relevant frameworks. Second, this research adds to the body of knowledge related to the information system (IS) success evaluation domain, especially with its focus on ERP packages. The expanded ERP system success model was tested using data collected in a crosssectional field survey of 109 firms in two European countries. Structural Equation Modeling (SEM) was used to test six relevant hypotheses. The SEM results showed that five out of the six hypotheses have significant, positive associations. Namely, the dimensions of System Quality, Service Quality, Individual Impact, Workgroup Impact, and Organizational Impact have strong relevance in ERP success conceptualization, whereas Information Quality does not, at least, in the context of our data. The study's implications for practice and research are discussed.

  • 3.
    Ifinedo, Princely
    et al.
    Cape Breton University, Canada.
    Sundberg, Klas
    Dalarna University, School of Technology and Business Studies, Business Administration and Management.
    Influences of Organizational Objectives, Culture, and IT Support/Knowledge on ERP System Effectiveness: An Empirical Investigation2012Conference paper (Refereed)
  • 4.
    Ifinedo, Princely
    et al.
    Department of Financial & Information Management, Cape Breton University, Sydney, NS, Canada.
    Sundberg, Klas
    Dalarna University, School of Technology and Business Studies, Business Administration and Management.
    Using the Technological-Organizational-Environmental Framework to Evaluate ERP System Success2012Conference paper (Refereed)
  • 5. Keller, Christina
    et al.
    Haftor, Darek M.
    Rapp, Birger
    Sundberg, Klas
    Dalarna University, School of Technology and Business Studies, Business Administration and Management.
    Agil projektledning: Något för alla eller bara för några?2017In: Management of Innovation and Technology, ISSN 2001-208X, no 4Article in journal (Other academic)
  • 6. Rapp, Birger
    et al.
    Sundberg, Klas
    Dalarna University, School of Technology and Business Studies, Business Administration and Management.
    Förbättrad innovationsförmåga med strategisk ekonomistyrning2016In: Management of Innovation and Technology, ISSN 2001-208X, no 2, p. 7-9Article in journal (Other academic)
  • 7.
    Sundberg, Klas
    Dalarna University, School of Technology and Business Studies, Business Administration and Management.
    Atlas Copcos strategi och styrning: Verktyg som ger guld2009Licentiate thesis, monograph (Other academic)
    Abstract [sv]

    Licentiatavhandlingen analyserar den strategi och styrning som bedrivits vid Atlas Copco sedan 1980-talet. Detta ger kunskap om hur ett traditionellt svenskt industriföretag anpassar sig till en turbulent omgivning med hård internationell konkurrens. Atlas Copco är ett industriföretag med kompetenser omkring tryckluftsteknik, gruv- och anlägg-ningsmaskiner och industriverktyg. Det har en komplexitet i strategisk inriktning, organisatorisk struk-tur och styrning som gör det lämpligt som studieobjekt inom forskningsprogrammet Strategi, styrning och konkurrenskraft (SiSK). Atlas Copco är ett klassiskt svenskt företag som under sin 136-åriga histo-ria utvecklats till en global aktör genom de produkter och lösningar som skapats och erbjuds markna-den. Utifrån dagens verksamheter är det möjligt att spåra omfattande strategiska och organisatoriska förändringar som stegvis genomfördes från slutet av 1960-talet fram till inledningen av 1990-talet. Studien är retrospektiv där fallföretagets strategiska utveckling och styrning i efterhand studerats. Som utgångspunkt i analysen har valts en tentativ modell om strategisk kongruens och integrerad styr-ning. Avhandlingen bygger på insamlat material om företaget i form av årsredovisningar och andra skriftliga källor samt intervjuer med 25 nuvarande och tidigare befattningshavare vid företaget. Studien visar att fallföretaget kan uppvisa strategisk kongruens på olika organisatoriska nivåer och att denna kongruens stöds av en integrerad styrning som till sin karaktär är både formell genom tradi-tionella system för ekonomi- och produktionsstyrning men också informell genom att en särskild kul-tur byggts upp runt företagets verksamheter och hur de ska bedrivas. Studien ger specifika implikatio-ner för fallföretaget när det gäller strategi och styrning som är intressanta för andra företag och organi-sationer. Detta gäller särskilt hur starkt fokuserade verksamheter kan styras och utveckla långsiktiga konkurrensfördelar. Studien har finansierats av Jan Wallanders, Tom Hedelius och Tore Browaldhs stiftelser. Dessut-om har finansiellt stöd erhållits från forskarskolan Management och IT (MIT).

  • 8.
    Sundberg, Klas
    Dalarna University, School of Technology and Business Studies, Business Administration and Management.
    How management control affects the implementation of strategies in a decentralized organization: Focus on formal and informal control in the case of Atlas Copco2014In: Strategy, control and competitive advantage: Case study evidence / [ed] Jannesson, E.; Nilsson, F. och Rapp, B., Berlin Heidelberg: Springer, 2014, p. 59-83Chapter in book (Refereed)
    Abstract [en]

    This chapter studies how the control systems of Atlas Copco, a Swedish industrial company, have changed and how different systems interact to implement strategies and achieve financial targets. More specifically, the chapter treats how formal management control is supplemented by informal control in order to implement strategies and achieve success.

  • 9.
    Sundberg, Klas
    Dalarna University, School of Technology and Business Studies, Business Administration and Management.
    Management control in the innovation process: A success factor?2016In: Proceedings, The International Conference on Business Case Research (ICBCR 2016) Hong Kong December 12 – 14, 2016: Management and Innovation: Drucker’s Legacy in the 21st Century Management, 2016, p. 15-Conference paper (Refereed)
    Abstract [en]

    This article follows the innovative process in a company within the manufacturing industry as itreached a highly competitive market position. Through an adaptive system of management control,management has succeeded in engaging teams to develop new products. At the same time the companyhas been competitive in terms of prices and level of service. The key to this success has been acombination of continuous knowledge integration and flexible production in the company, whichthemselves were enabled by successive improvements and by a general control philosophy that makesfor strategic congruence in the long run.A multi-level case study describes innovative processes, work with product development and howinformal contacts between different functions may occur and facilitate the development of successfulproducts. At the corporate level, the critical task is to prioritize and weigh the ideas in view of existingproducts and the need for strategic development.This study illustrates a generic model that discusses strategic development and management control inthe context of an unforeseen environment. This dynamic life-cycle perspective adds to previousresearch in management control, which has mainly focused on static models. The model in this articleis conceptual and is based on previous research; however, it can also be used by management inpractice. As former studies have emphasized, there is a lack of research that analyses the way inwhich innovations emerge and the control processes that may be part of the success or failure.

  • 10.
    Sundberg, Klas
    Dalarna University, School of Technology and Business Studies, Business Administration and Management.
    Ny administrativ stödfunktion i Landstinget Dalarna: en utvärderingsstudie2005Report (Other academic)
  • 11.
    Sundberg, Klas
    Dalarna University, School of Technology and Business Studies, Business Administration and Management.
    Strategisk ekonomistyrning vid Atlas Copco2011Conference paper (Other academic)
  • 12.
    Sundberg, Klas
    Dalarna University, School of Technology and Business Studies, Business Administration and Management.
    Strategisk kongruens och integrerad styrning vid Atlas Copco-gruppen2008In: Nordisk workshop XIII i ekonomi- och verksamhetsstyrning, Linköping, 2008Conference paper (Other academic)
    Abstract [sv]

    Detta papper analyserar Atlas Copco-gruppens utveckling de senaste 15-20 åren. Särskilt betonas och diskuteras betydelse av strategier och styrning. Analysen grundas på officiell redovisning, samt ca 15 intervjuer och kan ses som en förstudie. Papperet är en delrapport inom ett större forskningsprojekt med fyra olika svenska företag: Strategi, styrning och konkurrenskraft. Tentativa rekommendationer ges om vilka strategier som kan anses vara kongruenta och vilken styrning som är lämplig för att strategierna ska bli framgångsrika. Vidare studier kommer att genomföras.

  • 13.
    Sundberg, Klas
    Dalarna University, School of Technology and Business Studies, Business Administration and Management. Uppsala universitet, Företagsekonomiska institutionen.
    Strategisk utveckling och ekonomistyrning: Ett livscykelperspektiv2015Doctoral thesis, monograph (Other academic)
    Abstract [en]

    This dissertation synthesizes previous research and develops a model for the study of strategic development, strategic congruence and management control. The model is used to analyze a longitudinal case study of the Swedish engineering company Atlas Copco.

    Employing contingency theory, the study confirms that long-term survival of a company requires adaption to contingencies. Three levels of strategy are examined: corporate, business and functional. Previous research suggests that consistency between these levels (strategic congruence) is necessary for a company to be competitive. The dissertation challenges this proposition by using a life-cycle perspective and analyzes strategic congruence in the different phases of a life cycle. It also studies management control from a life-cycle perspective. In this context, two types of management control are examined: formal and informal. From a longitudinal perspective, the study further discusses how these types interact during organizational life cycles.

    The dissertation shows that strategic development is more complex than previous studies have indicated. It is a long, complex and non-linear process, the results of which cannot always be predicted. Previous models for strategy and management control are based on simple relationships and rarely take into account the fact that companies often go through different phases of strategic development. The case study shows that strategic incongruence may occur at times during organizational life cycles. Furthermore, the use of management control varies over time. In the maturity phase, formal control is in focus, while the use of informal control has a bigger role in both the introduction and decline phases.

    Research on strategy and management control has intensified in recent years. Still there is a gap regarding the coordination of complex corporate structures. The present study contributes with further knowledge on how companies manage long-term strategic development. Few studies deal with more than two levels of strategy. Moreover, the present study addresses the need to understand strategic congruence from a life-cycle perspective. This is particularly relevant in practice, when management in large companies face difficult issues for which they expect business research to assist them in the decision-making process.

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