Creativity in business: How to manage knowledge, competences and organisation in a dynamic environment

Astrid Tronhjem Johansen

Student thesis: Master thesis


Background: The societal development is moving from an economy based on tangible assets, such as raw materials, to one based on intangible assets, such as knowledge, know-­‐how, skills, etc., representing new challenges to business managers. Intangibles are difficult to manage and measure, which pose a challenge to managers at several levels. Today, many companies have based their entire business strategy on services and knowledge, which means that the need to be able to manage knowledge is more important than ever. Here, issues such as creativity, competences, knowledge and challenges are important factors that will determine whether or not the individual will contribute with value to the business. To sum it up, a company’s ability to manage knowledge, competences and creativity become essential parameters in terms of their competitive advantage in the market. Purpose: This thesis aims at understanding how Bysted manage their knowledge, competences and organisation. Operating in a dynamic environment, the managerial challenge is to balance creativity, motivation and knowledge with budgets, systems and efficiency. Method: A qualitative research approach using deduction as the research method has been the foundation of the thesis. Thereby, the primary source of knowledge is the theoretical framework presented, which consists of theory within the fields of management, organisation and strategy. Conclusions: Bysted deliver services within nine competence areas, which enable them to take on any kind of customer or project. The company is rather good at sharing and creating knowledge internally as well as in cooperation with clients. The challenge is, however, that by offering services in multiple areas, Bysted risk being too generalised, and thus not specialised in any field. This affects the expertise and creative level amongst the employees, which could hurt their competitive advantage in the long run. Recommendations: Bysted could strengthen their competitive advantage by emphasising their core competences to their existing and potential customers, thus eliminating being too general. This is likely to enable them to realise the full potential for competitive advantage that the mix of competences at Bysted could offer.

EducationsMSocSc in Management of Creative Business Processes , (Graduate Programme) Final Thesis
Publication date2011
Number of pages93