Christian Berggren
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Christian Berggren
Christian Berggren (born in 1950) is a Swedish professor of Industrial Management at Linköping University. Berggren was born in Stockholm, Sweden. In 1990 he obtained a doctorate in industrial management at the Royal Institute of Technology, Stockholm, Sweden. During the following years he was a senior visiting fellow at Australian Graduate School of Management, AGSM, Australian Graduate School of Management, University of New South Wales at Sydney, Australia in 1991–1992, a guest researcher at Okayama University, Japan in 1993 and at Université Évry in Paris in 1994. In 1999 he was appointed professor of industrial management at Linköping University. During the 1980s Berggren studied emerging innovations in work organization in the Swedish automotive and engineering industries, resulting in his doctoral dissertation. Since the late 1990s, Berggren's research has focused on management of technology and innovation, ranging from R&D management in large electro-technical firms ...
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Industrial Management
In economics, industrial organization is a field that builds on the theory of the firm by examining the structure of (and, therefore, the boundaries between) firms and markets. Industrial organization adds real-world complications to the perfectly competitive model, complications such as transaction costs, limited information, and barriers to entry of new firms that may be associated with imperfect competition. It analyzes determinants of firm and market organization and behavior on a continuum between competition and monopoly, including from government actions. There are different approaches to the subject. One approach is descriptive in providing an overview of industrial organization, such as measures of competition and the size-concentration of firms in an industry. A second approach uses microeconomic models to explain internal firm organization and market strategy, which includes internal research and development along with issues of internal reorganization and renewal. A ...
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