Taking a managerial position involves not only taking on managerial tasks and responsibilities but also developing an identity as manager. Such an identity is not fixed, nor is it every established once and for all; instead, managers are emergent, always in the process of becoming. This project examines the process of becoming manager, with a specific focus on first-time managers.

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As organizations, their operations and the challenges they face become increasingly complex, organizations need to become better at using the knowledge and expertise of its members in collective problem-solving processes. The current project focuses on the capabilities required for knowledge integration in knowledge intensive teams and the ways in which these capabilities may be built.

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Elite organizations serve as role models and templates for other organizations. Their employees tend to be highly educated, and hired young in order to be further developed and adapted to fit the requirements of the organization. Yet, in spite of their acknowledged success and competence in their core business, many elite organizations have not achieved the same success and competence in their equality work. In this project, we study why that may be the case with a view to organizations in finance and higher education. In so doing, we analyse individual organizations as well as ‘supply chains of knowledge’.

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HRM processes have an important role to play in knowledge intensive organizations such as professional service firms and universities. However, the HR function in these kinds of organizations typically has a rather limited influence, and HR processes are left to professional themselves. In this project we focus on how HR practices are performed and with what consequences.

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The COVID-19 pandemic has radically changed the business climate as well as working conditions for people in all kinds of organizations in Sweden, and elsewhere. The economy has slowed down and some extreme measures has been taken by political and governmental actors to control the spread of the virus and avoid economic disaster. In order for organizations to survive, and organizational members to stay healthy, leaders and managers have been forced to simultaneously reinvent organizational practices and their role as leaders.

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Organizations are today dealing with a diverse workforce, their employees having multiple cultural backgrounds and international experiences. This has led to an increased focus on Diversity management. This project examines how Swedish organizations work with Diversity Management and what inherent challenges are associated to this management.

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Management Consultants are an increasingly common source of competence and resources in contemporary organization in both the private and public sector. However, their use is also debated based on a questionable value for money and potentially negative effects of becoming reliant on external expertise. The current project is concerned with organizations’ purchasing and use of management consulting services.

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In the past years, the quest for responsible and sustainable business has emerged as a major theme in academic and practical management discourse. The business climate is rapidly changing due to increased transparency, political demands for sustainable developments, and a growing discontent with top managements´ commitment and willingness to embrace higher demands.

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Organizations are increasingly experiencing challenges around attracting and retaining their most valuable employees. This has led to an increased focus on Talent Management. This project examines how Swedish organizations work with Talent management and what consequences this work has.

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Many highly educated migrants are today working below their qualification. This phenomenon, called ‘underemployment’ is often said to be a problem of ‘fit’ of the migrant to local conditions, and thus, the responsibility of migrants. This overlooks however the role played by organizations, because, eventually, it is always the organization that sees a person as ‘a fit’ or not.

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Global competition, political demands for sustainable development and quests for increased transparency puts a lot on pressure on Swedish business organizations to rethink business models and governance. A review of Swedish and international business magazines shows that the work of the Board is undergoing a major change and that expectations regarding external monitoring and strategic renewal are paired with requirements on skills development and the revitalization of working methods. In this context the role of the Chair has been identified as critical.

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