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Oslo, Norway

BI Norwegian Business School is the largest business school in Norway and the second largest in all of Europe. BI has in total 5 campuses with the main one located in Oslo. The university has 831 employees consisting of an academic staff of 419 people and 412 administrative staff. In 2013, BI Norwegian Business School had 19 649 students, of which 10 889 were full-time students. BI Norwegian Business School is a private foundation and is accredited by NOKUT as a specialised university institution. Wikipedia.

Randers J.,Norwegian School of Management
GAIA | Year: 2012

40 years ago, the Club of Rome published the report The Limits to Growth. In our focus, Jorgen Randers, one of the authors, reflects on the book's message - and whether it has stood the test of time. Michael Thompson then discusses the influence of the report. Outlining perspectives for a post-growth society, Irmi Seidl and Angelika Zahrnt explore the societal dependence on economic growth that prevents policy-making within the limits to growth. Finally, Graham Turner provides evidence that the LtG standard run scenario aligns well with real-world developments. © 2012 J. Randers; licensee oekom verlag.

Stoknes P.E.,Norwegian School of Management
Energy Research and Social Science | Year: 2014

Climate science has provided ever more reliable data and models over the last 20-30 years, thereby indicating increasingly severe impacts in the coming decades and centuries. Nonetheless, public concern for climate change and the issue's perceived importance has been declining over the past few decades, thus giving less public support for ambitious climate policies. Conventional climate communication strategies have failed to resolve this "climate paradox." This article reviews research on the psychology of the climate paradox, and rethinks new emerging strategies for how to resolve it in the coming decades. © 2014 Elsevier Ltd.

Olson E.L.,Norwegian School of Management
Journal of Product Innovation Management | Year: 2013

Although green products and technologies are heavily promoted by those worried about global climate change and sustainable development, they are frequently unsuccessful in displacing conventional "brown" products in numbers large enough to create meaningful reductions in greenhouse gas emissions and natural resource use. This paper introduces the green innovation value chain (GIVC) as a tool for analyzing the financial viability of green products using a multi-stakeholder perspective that includes manufacturers, distribution channels, consumers, the environment, and governments as separate links in the chain. Hybrid vehicles, such as the Toyota Prius, are used as an illustrative case and are found to be financially unattractive compared with conventional vehicles across the entire GIVC. © 2013 Product Development & Management Association.

Muller R.,Norwegian School of Management
International Journal of Project Management | Year: 2010

This study examines the leadership competency profiles of successful project managers in different types of projects. Four hundred responses to the Leadership Development Questionnaire (LDQ) were used to profile the intellectual, managerial and emotional competences (IQ, MQ and EQ, respectively) of project managers of successful projects. Differences by project type were accounted for through categorization of projects by their application type (engineering & construction, information & telecommunication technology, organizational change), complexity, importance and contract type. Results indicate high expressions of one IQ sub-dimension (i.e. critical thinking) and three EQ sub-dimensions (i.e. influence, motivation and conscientiousness) in successful managers in all types of projects. Other sub-dimensions varied by project type. Comparison was made to existing profiles for goal oriented, involving and engaging leadership styles. Implications derived are the need for practitioners to be trained in the soft factors of leadership, particular for their types of projects. Theoretical implications include the need for more transactional styles in relatively simple projects and more transformational leadership styles in complex projects. © 2009 Elsevier Ltd and IPMA.

Olson E.L.,Norwegian School of Management
Journal of Cleaner Production | Year: 2014

Governments around the world have employed a variety of generous subsidies to help promote and develop clean energy technologies in the hope that they will widely replace dirtier carbon-based power sources. Unfortunately these subsidies have not prevented numerous green technology bankruptcies including the infamous 2011 closure of the California based solar panel producer Solyndra, and these failures have cost taxpayers and private investors billions in lost capital. The Green Innovation Value Chain (GIVC) provides a possible framework for determining the diffusion prospects of green technologies through environmental and financial comparisons to conventional alternatives across the separate chain links comprised of manufacturers, distributors, customers, government, and the environment. The GIVC framework is used here to analyze the photovoltaic solar power chain, where financial deficits are found in each link that will need to be reduced or eliminated through technology advancements, subsidies, or changes in market conditions in order to provide the conditions necessary for the technology to achieve mass-market acceptance and positive financial returns. © 2013 Elsevier Ltd. All rights reserved.

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