sveiby

The Knowledge Organisation-Tango

1995

This booklet is based on a combination of experiences end experiments with the Tango simulation.

BUSINESSES IN CROSS-CULTURAL CONTACT

1991

Author: Kati Laine-Sveiby

In international corporations there is a built-in tension between national identity and international ambitions. These are the situations that I have focused on.

Tango Conceptual Update

2013

This paper is intended for those, who wish to understand more about the conceptual
foundations of the Celemi Tango™ simulation. It addresses some of the hard questions that
both new facilitators and customers may ask:

Why do people and customers in Tango “behave” as they do?
Does the simulation fit with reality?
What is the empirical evidence for the way competitive advantage is simulated?
Does it make business sense to treat people well?

THE KNOWHOW COMPANY: STRATEGY FORMULATION IN KNOWLEDGE-INTENSIVE INDUSTRIES

1992

Why has so little strategy development occurred outside the world of manufacturing industry?

Chapter in International Review of Strategic Management. Edited by D. E, Hussey. John Wiley & Sons Ltd

PROFESSIONAL DEVELOPMENT FOR KNOWLEDGE WORKERS

2003

How does one organise knowledge work effectively?

Disabling the Context for Knowledge Work – The Role of Managers’ Behaviours

2007

Two main issues that prevent knowledge sharing are the attitudes of the nearest supervisor and a lack of context-building information: Apathetic managers, who do not actively encourage business/organisational information, and hypocritical managers, who do not ‘walk the talk’,

Aboriginal Principles For Sustainable Development

2009

The Australian Aborigines sustained their societies on their island continent into our days for at least 40,000 years, possibly as long as 60,000 years. This makes their society model both one of the earliest we know and their sustainability record possibly the longest that we have evidence of. In contrast, the Western exploitation or mining paradigm has brought Australian society to a perilous state in less than 200 years. Insights into how one of the Aboriginal peoples organised their societies to survive on a naturally fragile continent therefore has a value – also for societies today, because the Australian continent can be seen as a bellwether for the planet as a whole, which arguably is rapidly becoming more fragile. By deriving the governing principles behind the Australian Aboriginal gardening paradigm the paper aims to contribute to the reform stream in the sustainable development debate.

The First Leadership? Shared Leadership in Indigenous Hunter-Gatherer Bands

2009

Was the leadership practiced in hunter-gathrer bands the first human leadership model?