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  • 1.
    Backström, Tomas
    et al.
    Mälardalen University, School of Innovation, Design and Engineering.
    Köping Olsson, Bengt
    Mälardalen University, School of Innovation, Design and Engineering.
    Kaikaku - a complement to emergence based development.2010In: DS 66-2: Proceedings of the 1st International Conference on Design Creativity, ICDC 2010, 2010Conference paper (Refereed)
    Abstract [en]

    Radical change, or Kaikaku, is typically organized as a top-down change project based on a design process strategy. Creative processes are emergent and tend to refuse goal-steering. Still, group creativity and emergence could play an important part in Kaikaku projects. A vision formulated in a creative process, may be an order parameter in emergence and continuously direct, align and commit the actions of the people involved in the Kaikaku.

  • 2.
    Backström, Tomas
    et al.
    Mälardalen University, School of Innovation, Design and Engineering, Innovation and Product Realisation.
    Moström Åberg, Marie
    Högskolan Dalarna.
    Köping Olsson, Bengt
    Mälardalen University, School of Innovation, Design and Engineering, Innovation and Product Realisation.
    Wilhelmson, Lena
    Pedagogiska Institutionen, Stockholms Universitet.
    Åteg, Mattias
    Högskolan Dalarna.
    Managers' task to supportintegrated autonomy at the workplace. Results from an intervention.: International Journal of Business and Management; Vol. 8, No. 22; 20132013In: International Journal of Business and Management, ISSN 1833-3850, E-ISSN 1833-8119, Vol. 8, no 22, p. 20-31Article in journal (Refereed)
    Abstract [en]

    A new managerial task arises in today’s working life: to provide conditions for and influence interaction between actors and thus to enable the emergence of organizing structure in tune with a changing environment. We call this the enabling managerial task. The goal of this paper is to study whether training first line managers in the enabling managerial task could lead to changes in the work for the subordinates. This paper presents results from questionnaires answered by the subordinates of the managers before and after the training. The training was organized as a learning network and consisted of eight workshops carried out over a period of one year (September 2009 – June 2010), where the managers met with each other and the researchers once a month. Each workshop consisted of three parts, during three and a half hours. The first hour was devoted to joint reflection on a task that had been undertaken since the last workshop; some results were presented from the employee pre-assessments, followed by relevant theory and illuminating practices, finally the managers created new tasks for themselves to undertake during the following month. The subordinates’ answers show positive change in all of the seventeen scales used to assess it. The improvements are significant in scales measuring the relationship between the manager and the employees, as well as in those measuring interaction between employees. It is concluded that the result was a success for all managers that had the possibility of using the training in their management work.

  • 3.
    Backström, Tomas
    et al.
    Mälardalen University, School of Innovation, Design and Engineering.
    Olsson, Bengt
    Mälardalen University, School of Innovation, Design and Engineering.
    Den hållbara och kreativa organisationen2010In: Sociala relationer i arbetslivet: studier från föränderliga arbetsplatser / [ed] Härenstam, Annika & Bejerot, Eva, Malmö: Gleerup utbildning , 2010Chapter in book (Other academic)
    Abstract [sv]

    Detta kapitel behandlar hur social interaktion samverkar med och påverkas av organiserande strukturer – interaktion skapar strukturen relation samtidigt som denna relation påverkar interaktionen. Vi studerar inte interaktionen genom att beskriva enskilda samtal i detalj, utan genom att studera vilka mönster eller organiserande strukturer som växer fram i interaktioner. Det gäller både de temporära strukturer som organiserar interaktionen och arbetsorganisationens mer stabila strukturer, det vill säga sociala ordningsparametrar.

  • 4.
    Backström, Tomas
    et al.
    Mälardalen University, School of Innovation, Design and Engineering.
    Olsson, Bengt
    Mälardalen University, School of Innovation, Design and Engineering.
    Wilhelmson, L
    Åberg, M M
    Åberg, M
    The Managers’ Directing Task2011Conference paper (Refereed)
  • 5.
    Backström, Tomas
    et al.
    Mälardalen University, School of Innovation, Design and Engineering.
    Wilhelmson, L
    Olsson, Bengt Köping
    Mälardalen University, School of Innovation, Design and Engineering.
    Åteg, M
    Åteg, M M
    The Role of Manager in the Post-Industrial Work System2011In: Studies in industrial renewal: coping with changing contexts / [ed] E. Seglod, E. Berglund, E. Bjurström, E. Dahlquist, L. Hallén & E. Johansson (Eds.), Västerås: Mälardalen University , 2011, p. 215-227Chapter in book (Refereed)
  • 6.
    Berglund, Karin
    et al.
    Mälardalen University, School of Innovation, Design and Engineering.
    Köping Olsson, Bengt
    Mälardalen University, School of Innovation, Design and Engineering.
    Creativity for industrial renewal2011In: Studies in Industrial Renewal.: Coping with changing contexts / [ed] E. Segelod, E. Berglund, E. Bjurström, E. Dahlquist, L. Hallén & U. Johansson, 2011, p. 381-391Chapter in book (Other academic)
    Abstract [en]

    Whether creativity is needed for the development of new products and services or for the creation of new jobs (Eliasson, 2006), it is stressed as a prerequisite for innovation and entrepreneurship (Johansson, 2010). Creativity is considered important for coping with the upcoming need to make full use of ecological and social resources. Taking Buber‘s view on creativity as a point of departure we propose that a post-industrial society should reconsider the view of creativity as something that is possessed by a person. With a Buberian understanding of creativity we aim to suggest in this chapter, a new agenda for research on creativity and for stimulating creativity in unexpected ways in industrial renewal processes.

  • 7.
    Bozic, Nina
    et al.
    Mälardalen University, School of Innovation, Design and Engineering.
    Köping Olsson, Bengt
    Mälardalen University, School of Innovation, Design and Engineering.
    Culture for Radical Innovation - What can business learn from creative processes of contemporary dancers?2012Conference paper (Refereed)
    Abstract [en]

    The organization's culture is considered by several scholars to have significant importance for the organization's capacity for innovation. However, there is little known about the specific aspects of organizational culture that facilitates radical innovation. This research project investigates in what ways contemporary dancers creative processes may contribute to our understanding as well as to the development of radical innovation in business. By interviewing ten contemporary dancers and choreographers from different countries, we found in the analysis five elements that support their creative processes from idea to performance. These elements or categories are improvisation, reflection, personal commitment, divergence, emergent supportive structures. An interesting finding is the dancers approach to work, their mindset, which is characterized by improvisation and iteration, rather than pre-planned project goals. We argue that this approach imprint the working environment as the culture emerges through their way ofthinking, acting and relating. This study presents a systematic framework that will provide the basis for long-term strategic interventions between artists and businesses in order to enable cultural transformation towards radical innovation.

  • 8.
    Bozic, Nina
    et al.
    Mälardalen University, School of Innovation, Design and Engineering. Mälardalen University, School of Innovation, Design and Engineering, Innovation and Product Realisation.
    Köping Olsson, Bengt
    Mälardalen University, School of Innovation, Design and Engineering. Mälardalen University, School of Innovation, Design and Engineering, Innovation and Product Realisation.
    Culture for Radical Innovation: What can business learn from creative processes of contemporary dancers?2013In: Organizational Aesthetics, ISSN 2168-8575, Vol. 2, no 1, p. 59-83Article in journal (Refereed)
    Abstract [en]

    Organizational culture is considered by several scholars to have a significant impact on the organization's capacity for innovation. However, there is little known about the specific aspects of organizational culture that facilitates radical innovation. This article investigates in what ways contemporary dancers ́ creative practice may contribute to our understanding as well as to the development of radical innovation in business. By interviewing twenty contemporary dancers and choreographers from different countries, we found five key elements that support their creative processes from idea to performance. These elements or categories are improvisation, reflection, personal involvement, diversity, and emergent supportive structures.

    An interesting finding is the dancers ́ approach to work and their mindset, characterized by iteration between improvisation and reflection, rather than working with pre-planned goals and structures. We argue that this approach imprints their working environment and the culture for radical innovation emerges through their way of thinking, acting and relating. This study presents a systematic framework that will provide the basis for long- term strategic artistic interventions in business in order to enable cultural transformation towards radical innovation. 

  • 9.
    Köping Olsson, Bengt
    Mälardalen University, School of Innovation, Design and Engineering.
    Languages for creative interaction: descriptive language in heteregeneous groups2007In: The 10th European conference on Creativity and Innovation, ECCI-X, COPENHAGEN, 2007Conference paper (Refereed)
    Abstract [en]
    This research study is trying to come to grips with creative activity in an intense group effort, such as when musicians improvise or when a group of industrial designers brainstorm to solve a client's problem. One might say that we are studying the handover of the creative spark from one person to the next, inspiration at best accelerating. This paper presents two observational studies of types of groups that are supposed to be creative on a collective level: brainstorming groups at two industrial design firms in Stockholm and two groups of temporarily assembled improvising professional musicians. In the theory of creativity the notion of variety is a fundamental one so that when people with different viewpoints interact, the outcome is potentially innovative. It is all about elaborating interactions where differences fertilize new ideas. But this creatively managed interaction could also lead to a stalemate and even to conflicts where differences and clashes of opinions become strengthened and ingrained. Each profession has developed its own specific language so that, for example, a designer has refined an ability to spontaneously make rough sketches and a musician uses her instruments to clarify a particular meaning or message. In this study the improvisational musicians had no sheet music, a condition that forced them to formulate their aesthetic intentions with sound, playing and singing. One aspect of verbal language limitations is articulated in the concept of “verbal overshadowing”. When subjects in a study were requested to describe a face, a smell or a taste, their words seemed to overshadow their experience. If words prevent thinking or recollection then we might have to be cautious with verbal descriptions. This also points to the importance of the choice of language for mediating ideas. This paper will be dealing with new approaches in the process of forming and mediating unfinished ideas.
  • 10.
    Köping Olsson, Bengt
    Mälardalen University, School of Innovation, Design and Engineering.
    Leadership in Creative Environments: a descriptive and prescriptive study of perceived norms in leadership2005Conference paper (Refereed)
    Abstract [en]

    This study brings up three different groups of students thinking on leadership as a phenomenon. By the use of concepts from other leadership studies in a questionnaire the study aims to verify or falsify our pre-conceived conceptions of leadership in three fields of work areas or practices. In the quantitative part of the questionnaire the three groups shows similar tendencies in their preferences and appraisals of leaders characteristics. In the qualitative part respondents’ describe what they see as admirable characteristics in role models as well as their own ideal leadership in action, all in their own words. The result is a more balanced and profound picture of similarities and differences between the three groups of respondents. Keywords: leadership, organizational behaviour, leadership research methodology.

  • 11.
    Köping Olsson, Bengt
    Mälardalen University, School of Innovation, Design and Engineering.
    Ledarskap och relation: beskrivningssprak i kreativ praxis2005In: Kulturstudier i Sverige: nationell forskarkonferens, ACSIS, Norrkoping, 2005Conference paper (Refereed)
    Abstract [en]
    Dagens arbetsliv beskrivs ofta i termer av haktiskt och anspant tempo. Varierat och fragmentariskt innehall. Reaktiva aktiviteter och informell planering. Ostrukturerad och politisk beslutsprocess. Verbal interaktion i motsats till skriven etc. (Barrett, 2000). Nar det som karaktariserar sadana miljoer kombineras med hoga krav pa effektivitet och produktion okar risken att misslyckas avsevart. Lagger man dartill den enskilde individens personliga engagemang och forvantningar okar insatsen ytterligare. En verksamhet som bedrivs under sadana omstandigheter kan beskrivas med begrepp som frustration, angest och kreativ depressivitet, (Koping, 2003). Exempel pa verksamheter som i nagon mening ringar in ovanstaende forhallanden kan vara en jazzensemble som under nagra intensiva repetitionspass ska forbereda och framfora en konsert infor betalande publik. Ett annat exempel kan vara en grupp designers som gemensamt arbetar fram ett varde. Forskningsprojektet inriktas pa att hitta, analysera och beskriva det specifika beskrivningssprak for avgorande processer i ovan beskrivna miljoer. Perspektivet kan sagas vara relationellt, socialkonstruktivistiskt. Den vetenskapsfilosofiska ansatsen bygger pa en pragmatisk uppfattning om kunskapens natur, (HammarEn, 1999 och Johannessen, 1997). Ledord: epistemologi, improvisation, ledarskap, ontologi, praxis.
  • 12.
    Köping Olsson, Bengt
    Mälardalen University, School of Innovation, Design and Engineering, Innovation and Product Realisation.
    The Influence of Mindful Music Experience and Body Movement on Creative Productivity2013Other (Refereed)
    Abstract [en]

    The purpose of this study was to examine how perceptions of music and body movement respectively influence creative productivity, compared to a traditional learning situation. The main hypothesis was that there is a significant difference in creative output (ideational fluency) for people who listen to music or engage in physical body movement compared to passive listeners (traditional classroom or conference setting). The result gave no indication of any effect of music or physical movement on ideational fluency compared to the control group. In the aftermath, we realized that we used specialists as a control, which probably obscured the result.

  • 13.
    Köping Olsson, Bengt
    Mälardalen University, School of Innovation, Design and Engineering.
    The language of interaction: creative tension in heterogeneous groups2007In: Workshop on ‘This Motley Crew’: managing ‘creatives’ and the creative unit, 2007Conference paper (Refereed)
    Abstract [en]

    A basic condition for creative solutions and successful innovations is bringing together individuals that represent a diversity of experiences and notions regarding the particular problem situation. In the theory of creativity the notion of variety is a fundamental one so that when different viewpoints interact, the outcome has the potential of being innovative. In the initial phase in the processes of innovation there are various brainstorming techniques for collective creativity (Stein, 1974). One of the creative collective’s fundamental challenges is to maintain the vitality in cross-disciplinary meetings without getting caught up in endless negotiations never reaching any constructive solution or outcome. This paper points to the paradox between the aspects of ‘motley crew’ interaction and divergent thinking in the domain of creativity on the one hand and the striving for consensus in the process of decision-making on the other. The notion of consensus is often taken for granted, implying that collective activity must originate from mutual agreement. This paper presents two specific group activities that were supposed to be creative on a collective level: a brainstorming group at an industrial design firm in Stockholm and a group of temporarily assembled improvising professional musicians. A question that this report is dealing with is: How might we manage this motley crew of ‘creatives’ who represent variety in several dimensions, in order to make them interact constructively? Differences might often cause misunderstandings and a confusion of languages; the tension that is built-in in a diverse multitude might be both constructive and destructive. The tension in the intersection between different domains of knowledge might be managed constructively so as to eliciting energy, momentum and driving force in the mutual effort to reach productive and durable solutions. It is all about elaborating interactions where differences spur and fertilize new ideas. But this creatively managed interaction might also lead to a stalemate and even to conflicts where differences and clashes of opinions become reenforced and ingrained. Such a development is most likely destructive resulting in abrupt single-minded solutions. One possible key for facilitating and managing such a creative collective is the awareness and conscious utilization of the ambiguity of language. Tension or inertia might originate in the tendency of each member to take her or his own domain-specific concepts for granted. Such a naïve unproblematic view of language might constitute a trap but also provide an opportunity. Since our perception is a process of continuously interpreting and making sense hermeneutics maintain that we are intentional beings. Practising analogous thinking might provide a constructive way to the handling of variety and the productive maintenance of creative tension. Each profession has developed its own specific language so that, for example, a designer has refined an ability to spontaneously make rough sketches and a musician uses her instruments to clarify a particular meaning or message. In this study the improvisational musicians had no sheet music, a condition that forced them to formulate their aesthetic intentions with sound, playing and singing. One aspect of verbal language limitations is articulated in the concept of “verbal overshadowing” introduced by Schooler (1997). When subjects in a study were requested to describe a face, a smell or a taste, their words seemed to overshadow their experience. If words prevent thinking or recollection then we might have to be cautious with verbal descriptions. This also points to the importance of the choice of languages for mediating ideas. What kind of language, or depiction, facilitates constructive creative collectives?

  • 14.
    Köping Olsson, Bengt
    et al.
    Mälardalen University, School of Innovation, Design and Engineering.
    Backström, Tomas
    Mälardalen University, School of Innovation, Design and Engineering.
    Innovative leadership - supporting creative team interaction2012In: 2012 International Symposium on Management of Technology, ISMOT 2012, 2012, p. 378-381Conference paper (Refereed)
    Abstract [en]

    Creativity-stimulating leadership is necessary for successful innovation in groups and organizations. Such leadership requires deep and extensive knowledge and expertise in the field of creation, as well as general and specific leadership abilities and skills that promote creativity in a team. By applying the emergence perspective, social dynamics in leadership and in the creative team may be understood as the interplay between team members' interaction that organizes the work. This paper argues that the essential competencies for the team emerge in the interaction between all the members of the team, including the leader. Creative developmental phases demand other kinds of attitudes and qualities of interaction between group members than production on a daily basis. Team members need to develop creative thought styles and creative action patterns, combined with the ability to temporarily change those patterns.

  • 15.
    Köping Olsson, Bengt
    et al.
    Mälardalen University, School of Innovation, Design and Engineering.
    Backström, Tomas
    Mälardalen University, School of Innovation, Design and Engineering.
    Simon, Judit
    Mälardalen University, School of Innovation, Design and Engineering.
    Emergent leadership of creative groups.2010In: Creativity and leadership in science, technology and innovation, Goteborg, 2010Conference paper (Refereed)
    Abstract [en]

    It is a win-win situation when an organization is able to take advantages of employee´s creativity. We argue that creative developmental phases demands other kinds of patterns than production on daily basis, with maintained quality and efficiency. Thus collaborators need to develop creative thought styles and creative action patterns, combined with the ability to temporary change these patterns. For actualization of these new patterns we emphasize two essential supporting conditions: 1) the balance between autonomy and integration, 2) the capacity to deal with spontaneity. First, leaders has to assure that appropriate conditions for a balance between autonomy and integration in the group is established, so that each individuals' initiative relates appropriate to the mutuallly created group idea. The second essential condition for group creativity to be materialized is that collaborators' spontaneous responses has to be encouraged as well as their trust in the groups' capacity to deal with these responses constructively. In order to reach a comprehensive view on these complex phenomena we utilize an emergence based perspective in our research. This perspective focus on the interaction between two levels, i.e. the emerging higher level and the lower component level. Through the emergence perspective social dynamics in leadership and in the creative group may be understood as the interplay between group members interaction, i.e. low level, and emergent common patterns of ideas, actions and relationships, i.e. higher level, that organizes the work.

  • 16.
    Köping Olsson, Bengt
    et al.
    Mälardalen University, School of Innovation, Design and Engineering.
    Florin, Ulrika
    Mälardalen University, School of Innovation, Design and Engineering.
    Idea Exchange and Shared Understanding: Tools Stimulating Thought and Conveying Ideas2011Conference paper (Refereed)
    Abstract [en]

    The topic of this paper is the use of sketching when exchanging shape visions. Attaining a shared understanding in a collaborative design project is examined. The interaction acts of an industrial design team at a renowned design firm in Stockholm are analyzed, as well as where the idea development session is situated. The interaction in itself could function as the prevalent means of describing and mediating creative idea development in groups. The basic intent of bringing together individuals who hold divergent notions is the creative tension this meeting may bring forth. There seems to be an inevitable gap between designers' ways of forming and expressing opinions concerning aesthetic ideas and their use of verbal language. The concepts 'verbal overshadowing' and 'figurative arguing' are considered, as well as 'the power of the board'. These phenomena influence the session's creative potential. The interpretation of the different types of sketches used by the team is focused on, as a means of understanding the significance of each type and the impact on idea development. Based on this study, several recommendations for establishing effective idea exchange and supporting evolving shared understanding (i.e., a group idea) are presented.

  • 17.
    Köping Olsson, Bengt
    et al.
    Mälardalen University, School of Innovation, Design and Engineering.
    Florin, Ulrika
    Mälardalen University, School of Innovation, Design and Engineering.
    Idea exchange and shared understanding: Tools stimulating thought and conveying ideas2011In: Design principles and practices: An international journal, ISSN 1833-1874, Vol. 5, no 4, p. 487-502Article in journal (Refereed)
    Abstract [en]

    The topic of this paper is the use of sketching when exchanging shape visions. Attaining a shared understanding in a collaborative design project is examined. The interaction acts of an industrial design team at a renowned design firm in Stockholm are analyzed, as well as where the idea development session is situated. The interaction in itself could function as the prevalent means of describing and mediating creative idea development in groups. The basic intent of bringing together individuals who hold divergent notions is the creative tension this meeting may bring forth. There seems to be an inevitable gap between designers' ways of forming and expressing opinions concerning aesthetic ideas and their use of verbal language. The concepts 'verbal overshadowing' and ‘figurative arguing' are considered, as well as ‘the power of the board'. These phenomena influence the session's creative potential. The interpretation of the different types of sketches used by the team is focused on, as a means of understanding the significance of each type and the impact on idea development. Based on this study, several recommendations for establishing effective idea exchange and supporting evolving shared understanding (i.e., a group idea) are presented.

  • 18.
    Olsson, Bengt
    Mälardalen University, School of Innovation, Design and Engineering.
    Beskrivningsspråk i och för kreativ praxis: Idéutveckling under gruppsession2008Doctoral thesis, monograph (Other scientific)
    Abstract [en]

    Generating and developing ideas constitute centerpieces for innovations processes, idea creation methods and techniques most urgent in their initial phases processes, though the need is no less in subsequent phases. Those early phases, however, allow for more deviant ideas, characterized by more of ambiguity and uncertainty. This is an innovation process theme that is recognized as among those least understood.

    Through comparative studies of seven groups from three different practices, their interactions in idea development and problem solving, a deeper understanding of descriptive languages and modus operandi has been acquired. The research was carried out in three settings: brainstorming in industrial design, musical improvisation and dialogue seminars with participants representing industrial design and music, respectively. The compilation of the three practices’ contributions results in a conceptual framework. It includes such concepts as, for example, ‘momentary formation’, ‘temporary epistemology’ and ‘the play with semantic key signature’. Those concepts give examples of the reconsidering of creative group processes, relative to previous frameworks, that is a result of these studies. From the perspective of group idea, individuals’ creative processes might be perceived as the searching for the different or the deviant while we suggest that group creativity is enhanced throughits members’ abilities to preserve their own perspectives and thought styles. Group creativity is based on a willingness to focus on the central group idea while simultaneously maintaining individual thought styles.

    A creative group’s way of forming and mediating ideas, its modus operandi, is referred to as its description language. The importance of descriptive languages driving mechanism for creative group processes should be seen in the perspective of fundamental social cognition processes.

    The problem area is mapped through the strategic use of different descriptive modus. Groups employ iteration as a strategy for stimulating collective reflection, that is, to think about the problem again but in other ways. We argue that critical thinking and the ability to make critical judgements is an important driving force in the creative groups’ iterative processes: criticism makes reconsideration meaningful. Different types of criticism are discussed, as is how they interact with groups’ idea development and creative processes.

    This research project has resulted in a deeper understanding of the relay race of initiatives that characterizes the interactions in groups solving problems and developing ideas. The project has developed an awareness of which descriptions that stimulate group creativity.

  • 19.
    Pettersson, Rune
    et al.
    Mälardalen University, School of Innovation, Design and Engineering.
    Andersson, Carina
    Mälardalen University, School of Innovation, Design and Engineering.
    Olsson, Bengt
    Mälardalen University, School of Innovation, Design and Engineering.
    Philosophy of Information Design Research Methods2004Conference paper (Refereed)
  • 20.
    Wilhelmsson, Lena
    et al.
    Stockholms Universitet, Sweden.
    Åberg, Marie
    Högskolan i Dalarna, Sweden.
    Backström, Tomas
    Mälardalen University, School of Innovation, Design and Engineering, Innovation and Product Realisation.
    Köping Olsson, Bengt
    Mälardalen University, School of Innovation, Design and Engineering, Innovation and Product Realisation.
    Enabling Transformative Learning in the Workplace: An Educative Research Intervention2015In: Journal of Transformative Education, ISSN 1541-3446, E-ISSN 1552-7840, Vol. 13, no 3, p. 219-238Article in journal (Refereed)
    Abstract [en]

    The aim of this article is to discuss the potential of an educative research intervention to influence the quality of the learning outcome in theworkplace as interpreted from the perspectives of adult learning theory. The research project was designed as a quasi-experimental, mixed-methods study. In this article, quantitative survey data were taken as the point of departure, and qualitative data were used for the purpose of analyzing aspects of learning. An educative research intervention may support a transformative learning quality when the manager and employees have to deal with severe difficulties, and they succeed in doing so by sharing responsibilities and having the strength to engage in thedevelopment process in the workplace. It is possible to support transformative learning in the workplace through an educative research intervention that encourages managers to educate themselves and their employees to think and act in new ways, aiming at integrated autonomy, increased interaction, and learning.

  • 21.
    Åteg, Mattias
    et al.
    Mälardalen University, School of Innovation, Design and Engineering.
    Wilhelmson, Lena
    Mälardalen University, School of Innovation, Design and Engineering.
    Backström, Tomas
    Mälardalen University, School of Innovation, Design and Engineering.
    Åberg, Marie
    Mälardalen University, School of Innovation, Design and Engineering.
    Köping Olsson, Bengt
    Mälardalen University, School of Innovation, Design and Engineering.
    Önnered, Loe
    Mälardalen University, School of Innovation, Design and Engineering.
    Tasks in the generative leadership; creating conditions for autonomy and integration2009In: The 6th International Conference on Researching Work and Learning, Roskilde, 2009Conference paper (Refereed)
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