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  • 1.
    Bonnedahl, Karl Johan
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Jensen, Tommy
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Internationalization of the Organizational Field: Swedish Grocery Retailers in the European Integration Process2007In: The International Review of Retail, Distribution and Consumer Research, ISSN 0959-3969, Vol. 17, no 3, p. 283-302Article in journal (Refereed)
    Abstract [en]

    This article describes how import of ideas and practices influence an industry that is in an early stage of internationalization, as well as part of European integration. By using institutional theory, such a situation is depicted as an expansion of the organizational field, in which international isomorphism between organizations has commenced. Studying Swedish grocery retailing, a new set of ideas was found regarding what constitutes an efficient organization. This included centralization, vertical integration and brand management, and it was strongly influenced by foreign actors and markets. We conclude that isomorphism occurs in a decreasingly national field, although not entirely pan-European in character, and that international diffusion of ideas and practices reshape markets, partly independent of goods and capital flows.

  • 2.
    Bonnedahl, Karl Johan
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Jensen, Tommy
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Sandström, Johan
    Ekonomi och moral: vägar mot ökat ansvarstagande2007Book (Other academic)
  • 3.
    Helin, Sven
    et al.
    Swedish Business School, Örebro University, SE 701 82 Örebro, Sweden.
    Jensen, Tommy
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Sandström, Johan
    Swedish Business School, Örebro University, SE 701 82 Örebro, Sweden.
    Clegg, Stewart
    School of Management, University of Technology Box 123, Broadway NSW 2007, Sydney, Australia.
    On the dark side of codes: domination not enlightenment2011In: Scandinavian Journal of Management, ISSN 0956-5221, E-ISSN 1873-3387, ISSN 0956-5221, Vol. 27, no 1, p. 24-33Article in journal (Refereed)
    Abstract [en]

     In this paper, we show how a middle manager interprets the action of two employees as problematic and how he solves it by using the company''s code of ethics as the basis for firing them. Our telling of the story unmasks a darker side of codes and we conceptualize it in terms of power and domination. The paper contributes to the literature on corporate codes of ethics (CCEs) and corporate ethics programs by showing that such codes need not necessarily play an enabling role in organizations. Rather than being instruments of enlightenment and self-regulation, they may be used as instruments to further domination.

  • 4.
    Jensen, Tommy
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Beyond good and evil: the adiaphoric company2010In: Journal of Business Ethics, ISSN 0167-4544, E-ISSN 1573-0697, Vol. 96, no 3, p. 425-434Article in journal (Refereed)
    Abstract [en]

    In this article, six demoralising processes in the context of the company are identified. These processes promote a realm of ‘being-with’, in which outcomes of human interaction are evaluated on rational grounds, and on whether or not a particular action accorded with stipulated ethical rules. Thereby the realm of ‘being-for’, in which individuals are supported to take increased responsibility, is marginalized. The conclusion made is that not only do the demoralizing processes systematically produce moral distance between humans, which weakens individual spontaneous outbursts of sympathy to take increased moral responsibility, they also promise to release individuals from their moral ambivalence by declaring organised action morally indifferent. Organisational action is, in other words, declared as adiaphoric – beyond good and evil.

  • 5.
    Jensen, Tommy
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Corporate Citizenship in Developing Countries: New Partnership Perspectives2007In: Scandinavian Journal of Management, ISSN 0956-5221, Vol. 23, no 2, p. 218-221Article, book review (Refereed)
  • 6.
    Jensen, Tommy
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    Critical management ethics2011In: Scandinavian Journal of Management, ISSN 0956-5221, E-ISSN 1873-3387, Vol. 27, no 1, p. 152-154Article, book review (Other (popular science, discussion, etc.))
  • 7.
    Jensen, Tommy
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Exporten av vår gamla arbetsetik2007In: Finsk Tidskrift: Kultur - Ekonomi - Politik, ISSN ISSN 0015-248X, no 4, p. 175-186Article in journal (Other (popular science, discussion, etc.))
  • 8.
    Jensen, Tommy
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Fördunklad organisering i en heterogent materiell värld2006In: Den oavsedda organisationen, Academia Adacta, Lund , 2006, p. 46-66Chapter in book (Other academic)
    Abstract [sv]

    Den Grundläggande Organisationsteorin utgör i mångt och mycket ett slags självspelande piano: Blickarna riktas per automatik mot myndighetssfärerna och de större internationella industri- och tjänsteföretagen. De perspektiv som an-läggs är få till antalet och mer eller mindre självskrivna. Och de problemområ-den som fokuseras är rätt så förutsägbara – och därmed också rätt så ointressan-ta. Som en konsekvens av detta tenderar den komplexa och mångfacetterade verkligheten att reduceras till ett mycket litet antal organisatoriska slagdängor – refränger som vi i, och genom, monotona upprepningar förleds tro utgöra verk-ligheten istället för att enbart vara aspekter av densamma. Organisationer har så strukturer, organisationer har kultur, chefer har makt – och det samtidigt som allt det som faller utanför den Grundläggande Organisationsteorins repertoar blir till något icke-existerande, och något o(av)sett.

    I denna antologi antyds konturerna av hur en o(av)sedd organisationsteori skulle kunna se ut. Uppmärksamheten riktas mot oavsedda empiriska organisa-tioner som friskola, landsting och ståndssamhället. Oavsedda förlorade organi-satoriska betydelser och organiserade maktspel perspektiveras; och spöklikt kusliga frågeställningar reses.

    Tillsammans visar de olika bidragen på behovet av att ”tänka om” inom det organisationsteoretiska fältet; ”tänka om” såväl i imperativets mening –”tänk om!” – som i den spekulativa spekulationens betydelse – ”tänk om det är på det här viset…?”

  • 9.
    Jensen, Tommy
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Knowledge Work and Knowledge-Intensive Firms2006In: Scandinavian Journal of Management, ISSN 0956-5221, Vol. 22, no 1, p. 82-84Article, book review (Refereed)
  • 10.
    Jensen, Tommy
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Mellan vittnet och medbrottslingen: det åskådande chefskapet2011In: Finsk tidskrift : kultur, ekonomi, politik, ISSN 0015-248X, Vol. 7-8, p. 379-387Article in journal (Other academic)
  • 11.
    Jensen, Tommy
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Moral Responsibility and the Business and Sustainable Development Assemblage: A Jonasian ethics for the technological age2007In: International Journal of Innovation and Sustainable Development, Vol. 2, no 1, p. 116-129Article in journal (Refereed)
    Abstract [en]

    In this paper, it is argued that sustainable development is stuck in the myth of progress, wherein instrumental rationality, trust in good prognoses and the ethics of 'here' and 'now' are unwarily followed. With this assumption at hand, an alternative view on morality is developed where a morality of fear, a categorical imperative and two axioms, are developed. The conclusion is that if a Jonasian (Jonas, 1984) ethics is approved, then it is possible to pursue real alternatives to the current myth of progress and to judge those decisions that endanger human existence, or the idea of man, as immoral.

  • 12.
    Jensen, Tommy
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Myths, Stories and Organizations: Premodern narratives for our times2005In: Scandinavian Journal of Management, ISSN 0956-5221, Vol. 21, no 3, p. 361-363Article, book review (Refereed)
  • 13.
    Jensen, Tommy
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    The Virtue of leadership2009In: Scandinavian Journal of Management, ISSN 0956-5221, E-ISSN 1873-3387, Vol. 25, no 2, p. 245-246Article, book review (Other (popular science, discussion, etc.))
  • 14.
    Jensen, Tommy
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Voluntary ghettos and mobile bureaucracy: Civic activity and acts of citizenship under threat2008In: Mobility and Technology in the Workplace, Routledge , 2008Chapter in book (Refereed)
  • 15.
    Jensen, Tommy
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Zygmunt Bauman: the Holocaust and organization studies2011In: On the shoulders of giants / [ed] T. Jensen, T. Wilson, Lund: Studentlitteratur , 2011, 1, p. 39-54Chapter in book (Other academic)
  • 16.
    Jensen, Tommy
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Nylén, Ulrica
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Striving for spontaneity - bureaucracy strikes back2006In: Problems and Perspectives in Management, ISSN 1810-5467, Vol. 4, no 2, p. 144-158Article in journal (Refereed)
    Abstract [en]

    This paper investigates the intertwined relationship between order (bureaucracy) and spontaneity (through the organisational modes of competition and co-operation respectively). The purpose is to explore what happens when spontaneity attempts are confronted to the bureaucratic order, and why is this? The empirical setting is the public sector, which seems to be an exceptionally suitable environment to investigate spontaneity attempts in bureaucratic orders. More specifically, the article rests upon two qualitative case studies from Sweden, one in the County Council of Stockholm (where competition was introduced in health care) and one in the county of Västerbotten (Where interagency co-operation was aimed for in health care and social service). From the theoretical notion that competition and co-operation share an underlying assumption of spontaneity, we empirically identify two bureaucratic forces replying to spontaneity attempts, corresponding to "what happens" in the purpose: new structures and formalised devices, which frame the rebureaucratisation processes in both cases. A detailed analysis of the particulars of the rebureaucratisation process, corresponding to the "why" in the purpose, reveals three underlying dimensions of re-bureaucratisation - structural bureaucracy, ontological bureaucracy and habitual re-bureaucratisation. To conclude, if organisational modes attempting at spontaneity are introduced without careful reflection, bureaucracy will strike back.

  • 17.
    Jensen, Tommy
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    Sandstrom, Johan
    Stakeholder Theory and Globalization: The Challenges of Power and Responsibility2011In: Organization Studies, ISSN 0170-8406, E-ISSN 1741-3044, Vol. 32, no 4, p. 473-488Article in journal (Refereed)
    Abstract [en]

    Globalization is a blind spot in stakeholder theory and this undermines its explanatory power and usefulness to managers in global corporations. In this paper we build on Edward Freeman and colleagues' attempts to construct divergent stories about how to create value for the corporation and its stakeholders when developing a stakeholder theory that is more sensitive to globalization. We achieve this by highlighting two particular challenges that globalization brings to stakeholder theory. The first challenge is to acknowledge new power relations (sub-political movements, new forms of bureaucracy and hierarchy) and the second is to acknowledge new dimensions of responsibility (a political responsibility). In the paper we relate our developments of stakeholder theory to two previously published case studies.

  • 18.
    Jensen, Tommy
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    Sandström, Johan
    Global trafficking networks and business studies2009In: Tamara Journal, ISSN 1532-5555, E-ISSN 1545-6420, Vol. 7, no 4, p. 147-159Article in journal (Refereed)
  • 19.
    Jensen, Tommy
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Sandström, Johan
    Handelshögskolan vid Örebro universitet.
    Re-articulating the ethical corporation: The case of the Woolf Committee Report2010In: Journal of Global Responsibility, ISSN 2041-2568, Vol. 1, no 2, p. 279-292Article in journal (Refereed)
    Abstract [en]

    Purpose – Efforts to address the role and responsibilities of large global corporations have predominantly focused on the need for increased and more effective global corporate governance, but this underestimates the need to articulate a global ethics for these corporations. This paper aims to analyse the Woolf Committee Report (WCR; the weapon company BAE Systems plc’s attempt to outline what it would take to become a global corporate leader in ethics) and benchmark it against an ethical response to corporate responsibility articulated as a global ethics.

    Design/methodology/approach – The paper is based on a textual analysis of the WCR.

    Findings – The WCR contains openings towards a re-articulation of the role and responsibilities of large global corporations, but it is predominantly a text that gives us more clues to how difficult it will be for BAE, or any other corporation, to “live” a global ethics.

    Research limitations/implications – Critical analyses of the language that corporations use in order to address their role and responsibilities are important. However, how texts influence practice is dependent on how they travel and more studies on such journeys are also needed.

    Practical implications – Given that textual analyses, such as ours, are re-connected to practitioners, such studies might contribute to making practitioners more discursively aware of the corporate talk that they are embedded in.

    Originality/value – The paper predominantly speaks to the field of business studies and its originality lies in its focus on a global ethics (without reducing this to governance) in relation to the role and responsibilities of large global corporations.

  • 20.
    Jensen, Tommy
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    Sandström, Johan
    Helin, Sven
    Corporate codes of ethics and the bending of moral space2009In: Organization, ISSN 1350-5084, E-ISSN 1461-7323, Vol. 16, no 4, p. 529-545Article in journal (Refereed)
    Abstract [en]

    What happens when corporate codes of ethics (CCEs) `go to work',and how do they influence moral practice? Even though previousresearch has posed these or similar questions, the role andthe effect of the CCE are still dubious. In this article, itis argued that this is predominantly because previous researchis fixed in a position in which CCEs are passive artefacts withno capability of bending space, and in which agency and moralityare limited to the human sphere only. An approach to the studyand understanding of CCEs in which the travel of the CCE ismade the focus of the research is therefore developed. The codecomes alive in a heterogeneous materiality, travelling as aresult of a wide range of translations, and granted an epistemologicalcapability of influencing humans' world-views and moral practices.The approach is illustrated with a case study on CCE-implementationand it is concluded that through generating more accounts likethis, researchers and practitioners are not only in a betterposition to understand how CCEs `go to work', but also in abetter position to shoulder moral responsibility.

  • 21.
    Jensen, Tommy
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Sandström, Johan
    Handelshögskolan vid Örebro universitet.
    Helin, Sven
    Handelshögskolan vid Örebro universitet.
    Translating corporate codes of ethics2010In: Corporate Social Responsibility: Challenges and Practice / [ed] Dobers, Peter, Stockholm: Santérus Academic Press , 2010, p. 53-70Chapter in book (Other academic)
  • 22.
    Jensen, Tommy
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Wilson, Timothy
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    On the Shoulders of Giants2011 (ed. 1)Book (Other academic)
  • 23.
    Jensen, Tommy
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Wilson, Timothy
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Rediscovering intellectual efforts2011In: On the Shoulders of Giants / [ed] T. Jensen, T. Wilson, Lund: Studentlitteratur , 2011, 1, p. 13-23Chapter in book (Other academic)
  • 24.
    Nöhr Jensen, Tommy
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Företag och ansvar: Gemeinschaft och gesellschaft återbesökt2009In: Finsk tidskrift, Vol. 8, p. 381-390Article in journal (Other (popular science, discussion, etc.))
1 - 24 of 24
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