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  • 1.
    Johansson, Jan
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Rantakyrö, Lena
    Dagmar 1995: utvärdering av särskilda rehabiliterings- och behandlingsinsatser i Norrbottens län1996Report (Other academic)
  • 2.
    Rantakyrö, Lena
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Arbetarring i Boden: behov av kompetensutveckling och förväntningar på samarbetet1996Report (Other academic)
  • 3.
    Rantakyrö, Lena
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Arbetsgivarringen i Boden - ett försök att utveckla försäkringskassans samordningsroll. Slutrapport1997Report (Other academic)
  • 4.
    Rantakyrö, Lena
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Arbetsgivarsamverkan för minskad ohälsa och ökad rörlighet på arbetsmarknaden2007Report (Other academic)
  • 5.
    Rantakyrö, Lena
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Dagmar 1995 - vad blev resultatet?: utvärdering av särskilda rehabiliterings- och behandlingsinsatser i Norrbottens län 19951996In: Rehab Arcticus, no 3/4, p. 20-22Article in journal (Other academic)
  • 6.
    Rantakyrö, Lena
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Dagmar 1996. Utvärdering av särskilda rehabiliterings- och behandlingsinsatser i Norrbottens län. Arbetsvetenskap, Luleå tekniska universitet.1997Report (Other academic)
  • 7.
    Rantakyrö, Lena
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Dagmar 1997: utvärdering av särskilda rehabiliterings- och behandlingsinsatser i Norrbottens län1998Report (Other academic)
  • 8.
    Rantakyrö, Lena
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Dagmar 1998: utvärdering av särksilda rehabiliterings- och behandlingsinsatser i Norrbottens län1999Report (Other academic)
  • 9.
    Rantakyrö, Lena
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Dagmar 1999: utvärdering av särskilda rehabiliterings- och utbildningsinsatser i Norrbottens län2000Report (Other academic)
  • 10.
    Rantakyrö, Lena
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Fas-projektet i Boden2000Report (Other academic)
  • 11.
    Rantakyrö, Lena
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Flexibility: dream or reality?1998In: Global ergonomics: proceedings of the Ergonomics Conference, Cape Town, South Africa, 9-11 September 1998 / [ed] P.A. Scott; R.S. Bridger; J. Charteris, Elsevier, 1998Conference paper (Refereed)
  • 12.
    Rantakyrö, Lena
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Förändringskompetens: en förutsättning för arbetslivutveckling1998In: Arbejdet under forandring - forandring af arbejdet: taylorisme, postfordisme eller det udviklende arbejde?, København: Nordisk ministerråd, 1998Chapter in book (Other academic)
  • 13.
    Rantakyrö, Lena
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    How can small firms find the way to learning enterprises?1997In: The first International LLiNE seminar: promoting a Learning Culture in Organizations, Helsinki Sept 1997, 1997Conference paper (Other academic)
  • 14.
    Rantakyrö, Lena
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Interorganizational networks in the global economy2002In: Engineering management in the global environment: proceedings of the 2002 National Conference of the American Society for Engineering Management, October 2-5, 2002, Embassy Suites, Tampa Florida, American Society for Engineering Management , 2002Conference paper (Refereed)
  • 15.
    Rantakyrö, Lena
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Knowledge management in small firms2004Conference paper (Other academic)
  • 16.
    Rantakyrö, Lena
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Knowledge management in small firms2005In: Global Business and Economics Review (GBER), ISSN 1097-4954, E-ISSN 1745-1329, Vol. 7, no 2/3, p. 214-224Article in journal (Refereed)
    Abstract [en]

    All companies that wish to stay competitive have to develop their ability to maintain, improve, organise, use and reuse the employees' knowledge, tangible as well as intangible. Knowledge management has become a very important management tool. Although still open to several interpretations, it is possible to identify two main strategies for practicing knowledge management: codification and personalisation. Knowledge management is in this paper discussed from both perspectives in relation to case studies in small manufacturing firms. Results from this ongoing research project show that there are obstacles for using either of these strategies in small firms.

  • 17.
    Rantakyrö, Lena
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Knowledge management in small manufacturing companies2000In: Technical management: key to enterprise success in the 21st century: proceedings of the 2000 national conference of the American society for engineering management, American Society for Engineering Management , 2000, p. 164-169Conference paper (Refereed)
  • 18.
    Rantakyrö, Lena
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Labor supply in Pajala and Kolari2008Report (Other academic)
    Download full text (pdf)
    FULLTEXT01
  • 19.
    Rantakyrö, Lena
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Learning as a way to increase competitiveness1998In: Engineering management: the bridging discipline: proceedings of the 1998 national conference of the American society for engineering management, American Society for Engineering Management , 1998Conference paper (Refereed)
  • 20.
    Rantakyrö, Lena
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Local trade and industry in Pajala and Kolari2008Report (Other academic)
    Download full text (pdf)
    FULLTEXT01
  • 21.
    Rantakyrö, Lena
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    No strategy is also a strategy: a discussion on strategic management in small metal job shops in Sweden and the United States1999In: Pathways to technological leadership: proceedings of the 1999 national conference of the American society for engineering management, American Society for Engineering Management , 1999Conference paper (Refereed)
  • 22.
    Rantakyrö, Lena
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Pajala-sisu och Gnosjöanda: det sociala kapitalets betydelse för företagandet2001Report (Other academic)
  • 23.
    Rantakyrö, Lena
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Small firms on the way to learning enterprises?1998In: Lifelong Learning in Europe, ISSN 1239-6826, no 1, p. 24-28Article in journal (Refereed)
  • 24.
    Rantakyrö, Lena
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Still searching the best way...: a multiple-case study in small industrial organizations2004Doctoral thesis, comprehensive summary (Other academic)
    Abstract [en]

    The purpose of my studies was to get a deeper understanding of small companies’ organization logic and to find out if they had adopted new management concepts such as Just-In-Time, Total Quality Management, Time Based Management, Business Process Reengineering, Lean Production and concepts of Learning Organization, or if they were influenced by these concepts in their way to organize production and labor. More specific research questions were: What are the opportunities and obstacles for implementation of new management concepts in small industrial organizations? What management strategies are used in small companies? How do small companies deal with learning and training? How does flexibility manifest itself in small companies? How do small companies relate themselves to the environment and are they cooperating with other companies? The results are presented in seven papers. The research method is based on Yin’s case study research, and was conducted in four case studies of small industrial organizations with fewer than 50 employees. The companies are located in the county of Norrbotten and the area of Gnosjö in Sweden, and in the state of Minnesota in the United States. The first two studies can be regarded as pilot studies and the result is presented in paper 1 and 2. The third study is the main study, and was conducted in 25 small metal job shops, 12 in Sweden and 13 in the United States (papers 3-5). In the fourth study I explore the contextual conditions for interorganizational networks (paper 6). The seventh paper discusses interaction and communication in network cooperation based on experiences from previous studies of interorganizational network and from the main study. Some important results from the pilot studies show that companies stay competitive at the market, increase the productivity and even grow although they have a traditional structure and management, and actually do nothing to change (papers 1 and 2). Important results from the main study show that the managers in these companies do not use conventional management tools in the management process. Operative and strategic management is overlapping each other or totally integrated. Strategies have emerged rather than been formulated after analyzing internal and external conditions. The strategic management process is based on intuition, feelings and experiences (paper 3). Analyzing knowledge management in these companies shows that neither the codification nor the personalization strategy is, or even can be, fully practiced in these companies. Every job is different and explores new problems in job-shops giving service to larger companies, which implicate that there is little use of codifying solutions or setting up check lists for trouble-shooting. Even if some learning is carried out in the daily work, there are obstacles to fully practice a personalization strategy because that demands extensive cultural, structural and organizational changes (paper 4). The companies in the main study are relatively inflexible or even rigid. External flexibility demands internal stability, and the most flexible way to adapt to market demand is to be very stable and to keep that stability. Flexibility in larger corporations depends on stability in the small subcontracting companies (paper 5). Cooperation with other companies in the local society or in the region is dependent on how the social capital was created in a historical perspective. The shared system of values can include positive or negative attitudes towards private business initiatives, which in turn affects entrepreneurship and local industrial development, as well as, interorganizational networking. An exogenous attitude toward local industrial development also promotes an exogenous attitude toward interorganizational cooperation. A more exogenous attitude will more likely includes a more open attitude to organizations and persons outside the local society and towards cooperation that is not based on personal ties. This means that industrial districts like Gnosjö will not necessarily cope better with environmental uncertainty (paper 6). A network organization run by a professional manager, where the members are no longer involved in planning and realization of activities normally becomes institutionalized. The members do not experience the network as network cooperation but as a service organization giving its members exclusive service in specific issues (paper 7). The small companies studied have not implemented any of the analyzed concepts and are not extensively influenced by the concepts while organizing their production. On the other hand, by analyzing new management concepts, it is obvious that they are all heavily influenced by Japanese management philosophies and that their inventors are influenced by their predecessors, who in turn were all deeply influenced by Taylor and his Theories of Scientific Management. If Taylor did not find “the best way” to organize industrial organizations, why should these new management concepts constitute that way? One of the first questions starting this research process still remains: Are there actually any “new” management concepts or are they only a new wrapping of Taylor’s old management ideas? Is the “new” management and organizational logic that we for years have tried to implement in all kinds of organizations, nothing more than a logical response to the present human, technological and environmental conditions? What makes then small manufacturing companies survive and even grow without adopting new management and production concepts? Maybe they are just trying to intuitively and logically respond to environmental conditions in a manner known for a hundred years? There is still much left before we are able to fully understand the organizational logic of small companies. Meanwhile, we are still scientifically occupied searching for the best way…

  • 25.
    Rantakyrö, Lena
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Strategic management in small metal job shops in Sweden and in the U.S.2000In: Engineering Management Journal, ISSN 1042-9247, E-ISSN 0960-7919, Vol. 12, no 2, p. 15-21Article in journal (Refereed)
    Abstract [en]

    Strategic management can be defined as an ongoing process to analyze and learn from the internal and external environments, in order to establish direction and create strategies that help to achieve business goals. Strategic management is defined in different ways and interpreted from different perspectives in the literature. Strategic management theories provide different tools for analysis and for helping managers to make the best decisions in order to reach desired goals. In this article, I discuss management in small metal job shops and how the managers use available tools, as related to strategic management theories. The discussion is based on case studies in about 30 small companies in Sweden and the U.S. and shows that management in small firms in many ways diverges from the theoretical concepts.

  • 26.
    Rantakyrö, Lena
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Teamwork in an interorganizational context2011In: Annual international conference of the American Society for Engineering Management 2011: (ASEM 2011) ; Lubbock, Texas, USA, 19 - 22 October 2011, Red Hook, NY: Curran Associates, Inc., 2011, p. 213-220Conference paper (Refereed)
    Abstract [en]

    This paper reports results from two case studies on teamwork, conducted during 2008-2010. The aim was to use a learning ongoing evaluation approach for studying cross professional teamwork in two different interorganizational projects. The experience of using formative evaluation as a method in case studies is also discussed in the paper. In one case the aim was to develop a regional innovation system within the electronics industry based on the Triple Helix model. The other case focused on cooperation between local industrial organizations and authorities to integrate young unskilled persons in the local labor market. The results show that interorganizational teamwork is a difficult process although the organizations involved are committed to the idea and the subject of cooperation. The results also show that a learning ongoing evaluation process demand a genuine interest to learn from failure and success and a willingness to cooperate with the researcher.

  • 27.
    Rantakyrö, Lena
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    The importance of interaction and communication in network cooperation2004In: Managing in a dangerous world: peer-reviewed proceedings of the 2004 national conference of the American Society for Engineering Management, Alexandria, Va: American Society for Engineering Management , 2004, p. 419-426Conference paper (Refereed)
    Download full text (pdf)
    FULLTEXT01
  • 28.
    Rantakyrö, Lena
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Traditional management in new packages2005Conference paper (Refereed)
  • 29.
    Rantakyrö, Lena
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Edgren, Jan
    Luleå University of Technology.
    Drivkrafter för regional tillväxt: en studie av företagandets villkor i Gnosjö och Pajala2002In: Forskningssamverkan och nya former av kunskapsbildning: sammanställning av bidrag till konferensen Högskolor och samhälle i samverkan, Högskolan i Halmstad, 9-11 maj 2001 : proceedings from the 2nd HSS Research Conference, Halmstad University, Sweden, May 9-11, 2001 / [ed] Kjell Eriksson, Högskolan i Halmstad , 2002Conference paper (Refereed)
  • 30.
    Rantakyrö, Lena
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Edgren, Jan
    Luleå University of Technology.
    Gnosjöanda och Pajala-sisu: en studie av företagandets villkor i Svenskt Näringsliv2001In: Företagandets villkor, Stockholm: Svenskt Näringsliv , 2001, p. 121-142Chapter in book (Other academic)
  • 31.
    Rantakyrö, Lena
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Johansson, Jan
    Infrastructure in Pajala and Kolari2008Report (Other academic)
    Download full text (pdf)
    FULLTEXT01
  • 32.
    Rantakyrö, Lena
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Larsson, Gunilla
    Downsizing: the effect of growth in small firms?1998Conference paper (Other academic)
  • 33.
    Rantakyrö, Lena
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Mauritzon-Sandberg, Eva
    Luleå University of Technology.
    SAMSA: utvärdering av ett samverkansprojekt1999Report (Other academic)
  • 34.
    Rantakyrö, Lena
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Mauritzson-Sandberg, Eva
    Luleå University of Technology.
    SAMSA: evaluation of a cooperative social welfare project2000In: Proceedings of the 4th Asia Pacific Conference on Computer Human Interaction (Apchi 2000) and 6th S.E. Asian Ergonomics Society Conference (ASEAN Ergo) / [ed] K.Y. Lim, Elsevier, 2000, p. 286-291Conference paper (Refereed)
  • 35.
    Rantakyrö, Lena
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Piippola, Saila
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Olsson, Johan
    Luleå University of Technology.
    Att bryta ett mönster : en processutvärdering av länsarbetsnämndens brytprojekt "Fler män till skolan"2003Report (Other academic)
1 - 35 of 35
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