Harald Knudsen

• Knudsen, Harald (2020). Equal Pay for a Green Future. I Örtenblad, Anders (Red.), Debating equal pay for all. Palgrave Macmillan. ISSN 978-3030535742. s. 183–200. doi: 10.1007/978-3-030-53575-9.
• Knudsen, Harald & Frigerio, A. (2015). Teaching the Sensitive Stuff: Does Industry Matter? Issues in Corporate Social Responsibility and Sustainability. I Johnsen, Hans Christian Garmann; Torjesen, Stina & Ennals, Richard (Red.), Higher Education in a Sustainable Society. Springer. ISSN 978-3-319-15918-8. s. 147–175. doi: 10.1007/978-3-319-15919-5_10.
• Knudsen, Harald (2013). Integrated Operations and Innovation. I Johnsen, Hans Christian Garmann & Pålshaugen, Øyvind (Red.), Hva er Innovasjon? Perspektiver i norsk innovasjonsforskning. Bind 2: Organisasjon og medvirkning - En norsk modell?. Cappelen Damm Akademisk. ISSN 978-82-7634-964-1. s. 160–195.
• Knudsen, Harald (2010). Strategy and Innovation - Twin Souls. I Knudsen, Harald; Falkenberg, Joyce Eileen S; Grønhaug, Kjell & Garnes, Åge (Red.), Mysterion, strategike og kainotomia : et festskrift til ære for Jonny Holbek. Novus Forlag. ISSN 978-82-7099-585-1. s. 304–324.
• Knudsen, Harald & Holbek, Jonny (2007). Diversity - Creativity - Leadership: A Journey from Ancient Greece to Modern Society, Diversity : new realities in a changing world. Palgrave Macmillan.
• Johnsen, Hans Chr. Garman & Knudsen, Harald (2002). Filling the Knowledge Gap, Researching enterprise development : action research on the cooperation between management and labour in Norway. John Benjamins Pub..

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• Knudsen, Harald & Flåten, Bjørn-Tore (2015). Strategisk ledelse. Cappelen Damm Akademisk. ISBN 9788202406981. 540 s.
• Knudsen, Harald (2010). Jonny Jolbek. Novus Forlag. 12 s.
• Knudsen, Harald; Falkenberg, Joyce Eileen S; Grønhaug, Kjell & Garnes, Åge (2010). Mysterion, strategike og kainotomia : et festskrift til ære for Jonny Holbek. Novus Forlag. ISBN 978-82-7099-585-1. 326 s.

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• Holbek, Jonny & Knudsen, Harald (2020). On the Concept of Exnovation – A Call for a Rebirth of the Concept, and for Exnovation Theory and Practice. Agder University Research Archive. Fulltekst i vitenarkiv
• Knudsen, Harald & Robertsen, Karl (2006). Triple Gain - and Some Challenges Coalescence of Industry and Academics in Real Estate Education.
• Holbek, Jonny & Knudsen, Harald (2005). Temporal Pacing in Innovation Streams - Towards a concept of poly-rhythmic leadership.
• Due, Anne Lise; Alajoutsijärvi, Jouni Kimmo & Knudsen, Harald (2023). Revisiting Theory Y: Exploring the impact of positive leader assumptions on leadership for intrinsic motivation in followers. Universitetet i Agder. ISSN 9788284271514. Fulltekst i vitenarkiv Vis sammendrag

  Intrinsic motivation is a powerful but often underutilised resource in today’s workplace. Organisations may therefore miss out on a key contributor to creativity, productivity, and profitability, while employees miss out on a source of meaning, fulfilment, and well-being in their work. Leaders play an important role in influencing employee motivation. Although previous research has produced a wealth of knowledge about how to promote intrinsic motivation, it appears that few leaders fully translate this knowledge into practice. It is therefore timely to revisit McGregor’s (1960/2006) Theory Y, which proposes that having positive assumptions about human nature and human behaviour can influence leaders to engage in practices that promote intrinsic motivation in followers. This study explores the lived experience of twelve Norwegian top leaders to understand how having positive assumptions about human nature and human behaviour can help leaders promote intrinsic motivation in followers. The methodology is interpretative phenomenological analysis. The findings support that the informants have positive assumptions about human nature and human behaviour, and that they translate these assumptions into practice by engaging in an extensive range of practices that promote intrinsic motivation in followers. Additionally, this study identifies a set of mediating personal convictions that help explain whether and to what extent leaders translate their assumptions into practice. This study contributes to understanding of McGregor’s theory in two ways. Firstly, it proposes an intermediate step in the process of translating leader assumptions into leader practices, and identifies five personal convictions involved in this step. Secondly, it proposes a model that further explains the role of these personal convictions in determining whether and to what extent leader assumptions are translated into leader practices that promote intrinsic motivation in followers. The study thereby advances our understanding of the relationship between Theory Y assumptions and Theory Y practices.

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