Michael S. Dahl » Organizational routines

Organizational Change and Employee Stress – Out now

msdahl — Tue, 15 Feb 2011 00:06:56 +0000

Michael S. Dahl

This article analyzes the relationship between organizational change and employee health. It illuminates the potentially negative outcomes of change at the level of the employee. In addition, it relates to the ongoing debate over how employees react to and respond to organizational change. I hypothesize that change increases the risk of negative stress, and I test this hypothesis using a comprehensive panel data set of all stress-related medicine prescriptions for 92,860 employees working in 1,517 of the largest Danish organizations. The findings suggest that the risk of receiving stress-related medication increases significantly for employees at organizations that change, especially those that undergo broad simultaneous changes along several dimensions. Thus, organizational changes are associated with significant risks of employee health problems. These effects are further explored with respect to employees at different hierarchical levels as well as at firms of different sizes and from different sectors.

Management Science, Vol. 53, No. 2, pp. 240-256 (2011) Download here [DOI Link]

Growth and Job Creation of Spin-offs

msdahl — Fri, 02 Apr 2010 00:15:02 +0000

Pernille G. Jensen and I have written a small paper on the performance of spin-offs in Denmark in terms of job creation and employment growth. It is an explorative, simple paper presentating findings on the potential of spin-offs as a particularly significant type of entrepreneurial entrant relative to other types of entrants. The paper has been submitted to an edited volume and is based on research from a project financed by the Rockwool Foundation.

Download the first draft on SSRN.

Født til Succes? Knopskydninger som kilde til innovation

msdahl — Wed, 06 Oct 2004 20:26:52 +0000

Michael S. Dahl

Denne artikel præsenterer den nyeste teoretiske forskning i sammenhængen mellem entreprenørers erfaringsmæssige baggrund og deres fremtidige succes og innovationsevne. En række studier tyder nemlig på, at disse faktorer er tæt forbundet i kraft af nedarvede organisatoriske rutiner, som entreprenøren har med fra sin tidligere arbejdsplads. Denne teoretiske påstand undersøges gennem et detaljeret studie af udviklingen af den trådløse kommunikationsindustri omkring Aalborg samt gennem referencer til et kvantitativt studie af 3.500 opstartsvirksomheder i den danske fremstillingssektor. Begge studier peger i retningen af, at knopskydende virksomheder med erfaringer fra gode virksomheder har større sandsynlighed for succes, samt at disse virksomheder også er mere innovative i deres første tid end andre ældre virksomheder.

Michael S. Dahl (2004), “Født til Succes? Knopskydninger som kilde til innovation [Born for Success? Spin-offs as sources of innovation]“, Ledelse & Erhvervsøkonomi, Vol. 68, No. 4, pp. 285-292. ISSN: 0902-3704. [PDF]