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JON AARUM ANDERSEN
Jon Aarum Andersen är civilekonom från Norges Handelshøyskole, Cand. mag. (socialantropologi)
från Oslo Universitet och Ekonomie doktor från Lunds universitet. Han var tidigare regionschef vid
STI-konsulting och rektor vid Høgskolen i Nord-Trøndelag. Jon Aarum Andersen har skrivit 14
läroböcker på universitetsnivå och har 32 vetenskapliga artiklar med internationell publicering. Han
har arbetad i 9 länder i 3 världsdelar. Jon Aarum Andersen anses vara ’en av Skandinaviens mest
framträdande ledarskapsforskare’ och ’one of the most prominent writers in the field today.’Han har
varit professor i företagsekonomi vid Linnéuniversitetet och professor i organisation och ledarskap vid
Høgskolen i Lillehammer. Jon Aarum Andersen har också varit adj. professor i Trondheim och vid
Universitetet i Tromsø. Han är gästprofessor vid Universitetet i Ljubljana, Slovenien. Han har
erfarenhet från ledarutvecklingsprogram (offentlig och privat sektor) och från forskarutbildningen i
Sverige genom mer än 20 år. Jon Aarum Andersen har varit handledare och examinator för
doktorander och opponent vid disputationer vid flera svenska universitet. Han är nu knuten till
Handelshögskolan, Örebro universitet.
Forskningspublikationer:
Andersen, Jon Aarum (1994). Ledelse og effektivitet. Teori og prøving. Lund Studies in Economics
and Management 23. The Institute of Economic Research. Dissertation. Lund: Lund University
Press.
Andersen, J.A. (1999). Are Power Motivated Leaders More Effective? A Review of McClelland's
Theory. In M.A. Rahim; R.T. Golembiewski, & K.D. Mackenzie (Eds), Current Topics in
Management. Volume 4. (pp. 41-59). Greenwich: JAI Press.
Andersen, J.A. (2000). Intuition in Managers. Are intuitive managers more effective? Journal of
Managerial Psychology, 15, (1), 46-67.
Andersen, J. A. (2000). Leadership and Leadership Research. In D.F. Dahiya (Ed.), Current Issues in
Business Disciplines. Volume 5: Management II. (pp. 2267-2287). New Delhi: Spellbound
Publications.
Andersen, J. A. (2000): The Weight of History: An Exploration of Resistance to Change in
Vicars/Managers. Creativity and Innovation Management, 9, (3), 147-155.
Hansson, P.H. & Andersen, J.A. (2001). The Swedish Vicar and Change. Journal of Empirical Theology,
14 (1), 47-60.
Smith, P.B., Peterson, M.F., Schwartz, S.H. with Jon Aarum Andersen et al. (2002). Cultural values,
sources of guidance and their relevance to managerial behaviour: A 47 nation study. Journal of
Cross-Cultural Psychology, 33 (2), 188-208.
Andersen, J. A. (2002). Organizational Design – Two lessons to learn before reorganizing.
International Journal of Organizational Theory and Behavior, 5 (3 & 4), 343-358.
Smith, P.B., Andersen, J.A., Ekelund, B., Graversen, G. & Ropo, A. (2003). In Search of Nordic
Management Styles. Scandinavian Journal of Management, 19 (4), 491-507.
Andersen, J.A. (2004). Managers vs. Vicars. Do vicars differ from managers in terms of leadership
behaviour? Journal of Management, Spirituality & Religion, 1 (2), 201-223.
Smith, P.B. & Peterson, M.F. with Andersen, J. A. et al. (2005). Demographic effects on the use of
vertical sources of guidance by managers in widely differing cultural contexts. International
Journal of Cross Cultural Management, 5 (1), 5-26.
Andersen, J.A. (2005). Trust in managers: a study of why Swedish subordinates trust their
managers. Business Ethics – A European Review, 14 (4), 392-404.
Andersen, J.A. (2006). Leadership, personality and effectiveness. Journal of Socio-Economics. 35 (6),
1078-1091.
Andersen, J.A. & Jonsson, P. (2006). Does organization structure matter? On the relationship
between the structure, functioning and effectiveness. International Journal of Innovation and
Technology Management, 3 (3), 1-27.
Hansson, P.H. & Andersen, J.A. (2007). The Swedish Principal - Leadership Style, Decision-Making
Style and Motivation Profile. International Electronic Journal for Leadership in Learning, 14 (1), 115.
Hansson, P.H. & Andersen, J.A. (2008). Vicars as managers revisited. A comparative study. Nordic
Journal of Religion and Society, 21 (1), 91-111.
Andersen, J.A. (2008). An organization called Harry. Journal of Organizational Change Management,
21 (2), 174-187.
Andersen, J. A. (2009). Your favourite manager is an organisational disaster. European Business
Review, 20 (1), 5-16.
Andersen, J.A. (2009). When the servant-leader comes knocking … Leadership & Organization
Development Journal, 30 (1), 4-15.
Andersen, J.A. (2010a). Public vs. private managers. How public and private managers differ in
leadership behavior. Public Administration Review, 17 (1), 131-141.
Andersen, J.A. (2010b). Assessing Public Managers’ Change-Oriented Behavior: Are Private Managers
Caught in the Doldrums? International Journal of Public Administration, 33 (6), 335-345.
Andersen, J.A. (2011). A new sports manager does not make a better team. International Journal of
Sports Science & Coaching, 6 (1), 167-178.
Andersen, J.A. & Hansson, P.H. (2011). At the end of the road? On differences between women and
men in leadership behavior. Leadership & Organizational Development Journal, 32 (5), 328-341
Smith, P.B., Peterson, M.F., Thomason, S.J. with Jon Aarum Andersen et al. (2011). National culture as
a moderator of the relationship between managers’ use of guidance sources and how well work
events are handled. Journal of Cross-Cultural Psychology, 42 (6), 1101-1121.
Andersen, J. A. (2012). Seven pitfalls in organisation literature. Dynamic Relationships Management
Journal, 1 (1), 48-59.
Andersen, J.A. (2012). Public Managers: Their behavior, their change potential and the behavior of
women and men in public organizations. Administration (Uprava), 10 (3), 25-38.
Andersen, J.A. & Kovac, J. (2012). Why European subordinates trust their managers. Journal of
Management, Informatics and Human Resources, 45 (6), 300-309.
Andersen, J.A. (2013). Leadership research: Where irrelevance prevails. Dynamic Relationships
Management Journal, 2 (2), 3-14.
Vanebo, J.O. & Andersen, J.A. (2014). Principles of public management in Scandinavian countries: A
theoretical assessment. International Public Administration Review, XII (1), 9-22.
Andersen, J.A. (2014). Organisational learning: Theoretical shortcomings and practical challenges.
Dynamic Relationships Management Journal, 3 (1), 31-42.
Andersen, J.A. (2014). Ladies and gentlemen: Leadership has left the building. Leadership and the
Humanities, 2 (2), 94-107.
Andersen, J.A. (2015). Barking up the wrong tree. On the fallacies of the transformational
leadership theory. Leadership & Organization Development Journal, 36 (6), 765-777.
Andersen, J.A. (2015). How Organization Theory support Corporate Governance Scholarship.
Corporate Governance, 15 (4), 530-545.
2015-08-14