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  • 1.
    Bohman, Håkan
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Boter, Håkan
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Intrapreneurial opportunities: exploring corporate ventures in the public sector2004In: Research in Entrepreneurship and Small Business - RENT XVIII, Copenhagen: Copenhagen Business School , 2004Conference paper (Refereed)
  • 2.
    Bohman, Håkan
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Boter, Håkan
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Intrapreneurship in the public sector: the role of transparency, creativity, and collective action2004In: EFMD 34th EISB (Entrepreneurship, Innovation and Small Business), Turku: Turku School of Economics and Business Administration , 2004Conference paper (Refereed)
  • 3.
    Bohman, Håkan
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Boter, Håkan
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Tesar, George
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Beyond networking: a case study of rigorous cooperation among SMEs2003In: Industrial Marketing & Purchasing Group (IMP) Conference, Lugano, 2003Conference paper (Refereed)
  • 4.
    Bohman, Håkan
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Bränberg, Kenny
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Statistics.
    Lindberg, Erik
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Entrepreneurial education for creating an entrepreneurial mindset2014In: Education for Sustainable Develplment, 2014, p. 190-201Conference paper (Refereed)
  • 5.
    Bohman, Håkan
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Johansson Lindfors, Maj-Britt
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Management for change: on strategic change during recession1998In: Journal of Business Research, ISSN 0148-2963, Vol. 41, no 1, p. 57-70Article in journal (Refereed)
    Abstract [en]

    In many studies of strategic management and change, the importance of the strategic structures of the organization and the cognitive structures of the strategic actors, and the interaction between them, are neglected. The study presented in this article attends to both these dimensions. On a basis of longitudinal studies of strategic change in 10 groups of companies carried out between 1990 and 1995, two driving forces of particular importance to the strategic-change process are identified. These forces are the nature of the strategic situation at a certain point in time and the interaction between the objective and subjective spaces for action. The article looks at these two forces in strategic change and presents two examples illustrating the driving forces in operation. The contribution to the theory of strategic management and change, and the conclusions drawn from the study, are discussed and summarized.

  • 6.
    Boter, Håkan
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Bohman, Håkan
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Planering i mindre och medelstora företag: den strategiska planeringens utmaningar och faktiska villkor1984Doctoral thesis, monograph (Other academic)
    Abstract [en]

    The knowledge and theories of strategic planning derive mainly from studies of big companies. Only exceptionally have studies been carried out to examine the conditions of planning in small and medium-sized firms. In view of this, the main purpose of this work is to contribute to the development of know­ledge of the phenomenon of planning in small and medium-sized firms, using theoretical and empirical studies.

    The research process has been a continuous interaction between theory and empirical data. Through teoretical studies we have penetrated environmental and strategic issues of importance for the planning process, and this section concludes with a developed frame of reference which rests on three main com­ponents, the task environment, the firm viewed as a planning system and the planning process. Together these components are said to produce plans which have the ultimate purpose of creating better conditions for the firm to interact with its environment. A multimethodological approach (triangulation) is used in the empirical phase of the study. Via a comprehensive questionnaire, primarily quantitative data of structural conditions and relationships were gathered. Eurthermore, nine case studies were executed in order to increase the know­ledge and understanding of the interaction of structure and process and, finally, a single company was studied over a period of several years with an intimate action reseach strategy.

    In this study we have found that formal and comprehensive strategic planning only takes place in a minority of the firms studied. Instead their planning is usually based on more informal and spontaneous processes. This should not be interpreted as implying a unified way of creating strategic planning. On the contrary, there are a variety of different planning styles, each based on specific conditions. This indicates that the planning process is contingent upon a number of factors and in this study we have found that there is a normal agreement between the environmental situation, the organizational characteristics and the planning style. An analysis of these dimensions shows that they represent forces which strive towards harmony with each other in order to make the firm successful.

    Three natural planning-archetypes have been found where there is a corres­pondence between the enviroment, intrinsical structure and planning style. The first of these is given the ideograph "programming" and is recognized by a plan­ning process where the "primus motor" is derived from the existing operations. The second archetype is called "arranging", based on the fact that these organi­zations, by minor and frequent adjustments, are trying to find exploitable niches. The third category we distinguished is termed "creative". All their future-orientated actions are based on the significant actors and their capa­bility to visualize the future, expressing certain goals and how to achieve them.

  • 7.
    Glader, Mats
    et al.
    Umeå University, Faculty of Social Sciences, Business Administration.
    Bohman, Håkan
    Umeå University, Faculty of Social Sciences, Business Administration.
    Boter, Håkan
    Umeå University, Faculty of Social Sciences, Business Administration.
    Gabrielsson, Åke
    Umeå University, Faculty of Social Sciences, Business Administration.
    Företagsformer i teori och tillämpning: En studie med inriktning på mindre och medelstora företag1975Book (Refereed)
  • 8.
    Lindberg, Erik
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    Bohman, Håkan
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    Hulten, Peter
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE).
    Methods to enhance students' entrepreneurial mindset: a Swedish example2017In: European Journal of Training and Development, ISSN 2046-9012, E-ISSN 2046-9020, Vol. 41, no 5, p. 450-466Article in journal (Refereed)
    Abstract [en]

    Purpose - The purpose of this study is to examine the effects of intervention methods in an entrepreneurship education (EE) course that was designed to enhance the students' entrepreneurial mindset by targeting their opportunity identification, creativity and risk management capabilities (RMC). Design/methodology/approach - The authors formulate hypotheses on enhancement of opportunity identification, creativity and RMC, and they test them using data collected from pre- and post-tests of three courses: one treatment course group and two control course groups. Findings - The pretests and posttests of the treatment course demonstrate that the applied intervention methods have a positive impact on how the participants perceive their opportunity identification and creative capabilities. The participants in the control groups, which used a traditional course design, reported no such effects. Combined, the authors' findings suggest that the new intervention methods positively affected the participants' entrepreneurial mindset. Originality/value - This study contributes to extant EE literature by examining the question of how certain pedagogical intervention methods enhance the participants' self-efficacy with regard to possessing opportunity identification, creativity and RMC. The findings reported in this paper have implications for EE scholars, program evaluators and managers who seek methods to enhance the entrepreneurial mindset of people in their organizations.

  • 9.
    Lindberg, Erik
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Bohman, Håkan
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Hulten, Peter
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Wilson, Timothy
    Umeå University, Faculty of Social Sciences, Umeå School of Business and Economics (USBE), Business Administration.
    Enhancing students' entrepreneurial mindset: a Swedish experience2017In: Education + Training, ISSN 0040-0912, E-ISSN 1758-6127, Vol. 59, no 7-8, p. 768-779Article in journal (Refereed)
    Abstract [en]

    Purpose – The purpose of this paper is to report on the test of a pedagogical intervention to enhance students' entrepreneurial mindset on a university course.

    Design/methodology/approach – The course where the authors tested the new course design is a mandatory one in the business school’s undergraduate business program. Pre- and post-evaluations of the students’ opportunity recognition (OR) and individual entrepreneurial orientation (IEO) were carried out to measure the effects of an intervention aimed at enhancing these capabilities.

    Findings – The results from paired-samples t-tests indicate significant positive changes (enhancements) of the students’ OR and IEO. The positive effects of the intervention methods are accounted for as evidence of the benefits of applying pedagogical methods that fit the learning style of young adults.

    Practical implications – The findings suggest that students’ mindsets can be positively affected by an intervention tailored to enhance their OR and IEO capabilities. The findings have implications for curriculum development because the strengthening of these capabilities is a precondition for further development of the participants’ innovative and creative thinking, as well as their entrepreneurial orientation.  Since innovative and entrepreneurial activities have a positive impact on economies worldwide, the authors encourage the adaption of the intervention methods applied in this study in other settings.

    Originality/value – This paper reports the results of a pedagogical intervention aimed at enhancing students’ entrepreneurial mindset. The findings from the study demonstrate that the applied intervention method supports the development of functional skills, which complement the conceptual knowledge gained from other courses in the undergraduate program.

  • 10.
    Stjernström, O
    et al.
    Hackås Precisionsgjuteri AB.
    Jonsson, B-A
    PR Plast AB.
    Roxenhall, T
    Institutionen för samhällsvetenskap, Mittuniversitetet.
    Andresen, E
    Institutionen för samhällsvetenskap, Mittuniversitetet.
    Bohman, Håkan
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Boter, Håkan
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Samverkan näringsliv-högskola: ett krAft-projekt2005In: HSS05, Östersund: Mittuniversitetet , 2005Conference paper (Other (popular science, discussion, etc.))
  • 11.
    Tesar, George
    et al.
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Boter, Håkan
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Bohman, Håkan
    Umeå University, Faculty of Social Sciences, Umeå School of Business.
    Moini, Hamid
    University of Wisconsin - Whitewater.
    Network participation and internationalization of smaller manufacturing enterprises in Central Europe: a case for research2003In: Industrial Marketing & Purchasing Group (IMP) Conference, Lugano, 2003Conference paper (Refereed)
1 - 11 of 11
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