Jon Håvold - Academia.edu (original) (raw)
Papers by Jon Håvold
WIT transactions on engineering sciences, Jun 6, 2018
In recent years, offshore operations have changed from a focus on anchor handling and rigging to ... more In recent years, offshore operations have changed from a focus on anchor handling and rigging to more subsea installation and IMR (inspection, maintenance, repair). Situations where large and heavy modules are placed on the seabed by increasingly specialized and bigger boats creates the potential for major accidents. To uncover the safety challenges of this new development, 14 semi-structured in-depth interviews were conducted covering a broad scope of experience and skills from subsea work (ROV operators, crane operators, captains/first/second mates, oil service and oil company operators). All interviewees claimed that moving the offshore oil operations from surface to subsea leads to more demanding operations and more complex and risky work situations. According to the informants, these developments mean that cooperation and communication are essential since the number of actors increases substantially and the units grow larger. This seems to place increased demands in understanding both culture, language, tools, potential events, possible preventative measures (including training) and handling when critical events occur. Demanding situations occur when customers push on weather limits and costs and there are fewer people at work. Other situations viewed to be demanding are when something is hoisted through splash zones, and the moment when heavy constructions are placed on the seabed template. It has been shown that simulation training can improve safety and be an important preventive safety measure.
Journal of Retailing and Consumer Services, Mar 1, 2010
Image building is an essential tool both for attracting and retaining customers. In this study ch... more Image building is an essential tool both for attracting and retaining customers. In this study chain image and store image as well as store satisfaction are treated as mediators of assortment, service quality and price, on store loyalty. Loyalty card and demographic variables (gender and age) are included as control variables. The context is a Norwegian petrol station belonging to a large chain of petrol stations. The findings suggest that chain image and store image are different concepts and that a two-level image building approach is an important aspect for petrol retailing. All the three mediating variables influence store loyalty, but image building (chain and store) seems to be more important than satisfaction creation, mediating about 2 3 of the impacts of the store loyalty drivers. However, the effects of chain image on store loyalty are entirely mediated by store image and store satisfaction, implying that the petrol station manager to a large extent can influence the drivers of loyalty. Service quality was the decisive loyalty driver. Additional multi-level studies would help illuminate the issue further.
Eurasian Business Review, Feb 25, 2022
Safety Science, Dec 1, 2018
In recent years, offshore operations have changed from a focus on anchor handling and rigging to ... more In recent years, offshore operations have changed from a focus on anchor handling and rigging to more subsea installation and IMR (inspection, maintenance, repair). Situations where large and heavy modules are placed on the seabed by increasingly specialized and bigger boats creates the potential for major accidents. To uncover the safety challenges of this new development, 14 semi-structured in-depth interviews were conducted covering a broad scope of experience and skills from subsea work (ROV operators, crane operators, captains/first/second mates, oil service and oil company operators). All interviewees claimed that moving the offshore oil operations from surface to subsea leads to more demanding operations and more complex and risky work situations. According to the informants, these developments mean that cooperation and communication are essential since the number of actors increases substantially and the units grow larger. This seems to place increased demands in understanding both culture, language, tools, potential events, possible preventative measures (including training) and handling when critical events occur. Demanding situations occur when customers push on weather limits and costs and there are fewer people at work. Other situations viewed to be demanding are when something is hoisted through splash zones, and the moment when heavy constructions are placed on the seabed template. It has been shown that simulation training can improve safety and be an important preventive safety measure.
CRC Press eBooks, Sep 18, 2013
Safety Science, Jun 1, 2015
ABSTRACT At the Offshore Simulator Centre, Aalesund, Norway, anchor handling simulators have been... more ABSTRACT At the Offshore Simulator Centre, Aalesund, Norway, anchor handling simulators have been built and simulator training courses have been developed over the last years. These courses have been offered to companies operating anchor handling vessels. The learning objectives of the course are improving teambuilding, leadership and communication. A total of 369 seafarers who attended the course participated in the study. With few exceptions, the participants in the sample were male. Their mean age was 36 years, and 48% were officers. Fully 90% of the sample had more than one year of experience with anchor handling operations. Results indicate that 64% of the variation in practical change intended behaviour (outcome variable) was explained by increased skills, increased knowledge and understanding, and content of the course. Furthermore, overall satisfaction with the course was analysed using ANOVA, with age, occupation and anchor handling experience as independent variables. The implications are addressed, and it is concluded that the methods show great promise for practical applications, particularly in the development and improvement of content and pedagogical approaches.
Reliability Engineering & System Safety, May 1, 2010
... The first really big accident was the catastrophic grounding of the tanker Torrey Canyon in 1... more ... The first really big accident was the catastrophic grounding of the tanker Torrey Canyon in 1967, followed by a number of other big accidents, including the Amoco Cadiz (1978), the Exxon Valdez (1989), the Braer (1993), the Erika (1999) and the Prestige (2002) ([7] and ...
Leadership in Health Services, May 7, 2019
PurposeThe purpose of this paper is to improve understanding of how different kinds of power infl... more PurposeThe purpose of this paper is to improve understanding of how different kinds of power influence trust and motivation in hospitals.Design/methodology/approachTo analyze the links between power, trust and motivation, a framework of social power is tested on measures of trust in managers and motivation. Quantitative data from 137 respondents were collected. Partial least square is used to evaluate the theoretical model.FindingsLegitimate, referent and reward power has a positive influence on trust, while coercive power has a negative influence on trust. In total, 41.8 per cent of the variation in trust in managers was explained by power. Trust, reward power and expert power explained 30.9 per cent of the variation in motivation.Practical implicationsThe research indicates that in knowledge organizations such as hospitals, leaders should be careful in using coercive power. Expert power seems to influence motivation but not trust, while legitimate power seems to influence trust directly and motivation only through trust. Referent power seems to have a weak influence on trust and no direct influence on motivation. Reward power has a very strong influence both on trust and motivation.Originality/valueIt is important for leaders to consider how power can influence trust, motivation and the performance of a health organization. Although this study was conducted in Norway and Finland, the findings may have relevance on a broader scale.
International journal of public leadership, Dec 7, 2020
Purpose-To investigate the relationship between trust in leaders and work satisfaction on work en... more Purpose-To investigate the relationship between trust in leaders and work satisfaction on work engagement in public hospitals. Design/methodology/approach-Survey data were collected from 137 employees working in two mediumsized public hospitals. A model based on a review of the literature was developed and tested using variancebased structural equation technique. Findings-Work engagement is significantly influenced by trust in leaders and work satisfaction. Work satisfaction partially mediates the relationship between trust in leaders and work engagement. Furthermore, personal development, affiliation and belonging and basic needs for job fulfilment significantly influence work satisfaction. Likewise, basic needs for job fulfilment and co-workers' empathy significantly influence trust in leaders. Practical implications-This study indicates that in public hospitals satisfaction and trust in a leader have a substantial influence on work engagement, highlighting the importance of a good trust relationship in the workplace. It is also important for leaders to understand that increased work engagement leads to a wellmotivated workforce, improved work performance, low absence from work due to sick leave and a good patient experience. Originality/value-Not much research has been done on the direct effects of trust and satisfaction on engagement. Moreover, the study contributes to the existing literature through the development and testing of the "work engagement model".
Work & Stress, Apr 1, 2007
Universitetsforlaget eBooks, Dec 10, 2021
Business; NTNU in Aalesund SAMMENDRAG I denne analysen presenterer vi en lojalitetsmodell for sek... more Business; NTNU in Aalesund SAMMENDRAG I denne analysen presenterer vi en lojalitetsmodell for sektoren for høyere utdanning hvor vi ser på hvordan studentenes følelser og ambivalens overfor holdninger kan påvirke studentenes lojalitet til en utdanningsinstitusjon. Basert på en spørreundersøkelse med et utvalg på 541 studenter, analyseres modellen ved hjelp av metoden for gruppesammenlikninger ved å bruke strukturelle ligningssystemer. Funnene viser at ambivalens har en signifikant modererende effekt på flere av relasjonene i modellen. Verdsetting av service kvalitet har en mye sterkere effekt på lojalitet når ambivalensen er lav, mens verdsetting av fasiliteter har en sterkere effekt på lojalitet når ambivalensen er høy. En generell implikasjon av disse funnene er derfor at administrasjonen/ ledelsen må tilnaerme seg ambivalente og ikke-ambivalente studenter på forskjellige måter. Et annet viktig funn med en tydelig implikasjon er at negative følelser har en sterkere negativ effekt på lojalitet enn de positive følelsenes positive effekt på lojalitet. For svaert ambivalente studenter er det derfor viktigere å unngå situasjoner som kan utløse negative følelser enn å fremme de positive følelsene.
This work is licensed under the Creative Commons Attribution 4.0 International (CC-BY 4.0).
Maritime Policy & Management, 2000
WIT transactions on engineering sciences, Jun 6, 2018
In recent years, offshore operations have changed from a focus on anchor handling and rigging to ... more In recent years, offshore operations have changed from a focus on anchor handling and rigging to more subsea installation and IMR (inspection, maintenance, repair). Situations where large and heavy modules are placed on the seabed by increasingly specialized and bigger boats creates the potential for major accidents. To uncover the safety challenges of this new development, 14 semi-structured in-depth interviews were conducted covering a broad scope of experience and skills from subsea work (ROV operators, crane operators, captains/first/second mates, oil service and oil company operators). All interviewees claimed that moving the offshore oil operations from surface to subsea leads to more demanding operations and more complex and risky work situations. According to the informants, these developments mean that cooperation and communication are essential since the number of actors increases substantially and the units grow larger. This seems to place increased demands in understanding both culture, language, tools, potential events, possible preventative measures (including training) and handling when critical events occur. Demanding situations occur when customers push on weather limits and costs and there are fewer people at work. Other situations viewed to be demanding are when something is hoisted through splash zones, and the moment when heavy constructions are placed on the seabed template. It has been shown that simulation training can improve safety and be an important preventive safety measure.
Journal of Retailing and Consumer Services, Mar 1, 2010
Image building is an essential tool both for attracting and retaining customers. In this study ch... more Image building is an essential tool both for attracting and retaining customers. In this study chain image and store image as well as store satisfaction are treated as mediators of assortment, service quality and price, on store loyalty. Loyalty card and demographic variables (gender and age) are included as control variables. The context is a Norwegian petrol station belonging to a large chain of petrol stations. The findings suggest that chain image and store image are different concepts and that a two-level image building approach is an important aspect for petrol retailing. All the three mediating variables influence store loyalty, but image building (chain and store) seems to be more important than satisfaction creation, mediating about 2 3 of the impacts of the store loyalty drivers. However, the effects of chain image on store loyalty are entirely mediated by store image and store satisfaction, implying that the petrol station manager to a large extent can influence the drivers of loyalty. Service quality was the decisive loyalty driver. Additional multi-level studies would help illuminate the issue further.
Eurasian Business Review, Feb 25, 2022
Safety Science, Dec 1, 2018
In recent years, offshore operations have changed from a focus on anchor handling and rigging to ... more In recent years, offshore operations have changed from a focus on anchor handling and rigging to more subsea installation and IMR (inspection, maintenance, repair). Situations where large and heavy modules are placed on the seabed by increasingly specialized and bigger boats creates the potential for major accidents. To uncover the safety challenges of this new development, 14 semi-structured in-depth interviews were conducted covering a broad scope of experience and skills from subsea work (ROV operators, crane operators, captains/first/second mates, oil service and oil company operators). All interviewees claimed that moving the offshore oil operations from surface to subsea leads to more demanding operations and more complex and risky work situations. According to the informants, these developments mean that cooperation and communication are essential since the number of actors increases substantially and the units grow larger. This seems to place increased demands in understanding both culture, language, tools, potential events, possible preventative measures (including training) and handling when critical events occur. Demanding situations occur when customers push on weather limits and costs and there are fewer people at work. Other situations viewed to be demanding are when something is hoisted through splash zones, and the moment when heavy constructions are placed on the seabed template. It has been shown that simulation training can improve safety and be an important preventive safety measure.
CRC Press eBooks, Sep 18, 2013
Safety Science, Jun 1, 2015
ABSTRACT At the Offshore Simulator Centre, Aalesund, Norway, anchor handling simulators have been... more ABSTRACT At the Offshore Simulator Centre, Aalesund, Norway, anchor handling simulators have been built and simulator training courses have been developed over the last years. These courses have been offered to companies operating anchor handling vessels. The learning objectives of the course are improving teambuilding, leadership and communication. A total of 369 seafarers who attended the course participated in the study. With few exceptions, the participants in the sample were male. Their mean age was 36 years, and 48% were officers. Fully 90% of the sample had more than one year of experience with anchor handling operations. Results indicate that 64% of the variation in practical change intended behaviour (outcome variable) was explained by increased skills, increased knowledge and understanding, and content of the course. Furthermore, overall satisfaction with the course was analysed using ANOVA, with age, occupation and anchor handling experience as independent variables. The implications are addressed, and it is concluded that the methods show great promise for practical applications, particularly in the development and improvement of content and pedagogical approaches.
Reliability Engineering & System Safety, May 1, 2010
... The first really big accident was the catastrophic grounding of the tanker Torrey Canyon in 1... more ... The first really big accident was the catastrophic grounding of the tanker Torrey Canyon in 1967, followed by a number of other big accidents, including the Amoco Cadiz (1978), the Exxon Valdez (1989), the Braer (1993), the Erika (1999) and the Prestige (2002) ([7] and ...
Leadership in Health Services, May 7, 2019
PurposeThe purpose of this paper is to improve understanding of how different kinds of power infl... more PurposeThe purpose of this paper is to improve understanding of how different kinds of power influence trust and motivation in hospitals.Design/methodology/approachTo analyze the links between power, trust and motivation, a framework of social power is tested on measures of trust in managers and motivation. Quantitative data from 137 respondents were collected. Partial least square is used to evaluate the theoretical model.FindingsLegitimate, referent and reward power has a positive influence on trust, while coercive power has a negative influence on trust. In total, 41.8 per cent of the variation in trust in managers was explained by power. Trust, reward power and expert power explained 30.9 per cent of the variation in motivation.Practical implicationsThe research indicates that in knowledge organizations such as hospitals, leaders should be careful in using coercive power. Expert power seems to influence motivation but not trust, while legitimate power seems to influence trust directly and motivation only through trust. Referent power seems to have a weak influence on trust and no direct influence on motivation. Reward power has a very strong influence both on trust and motivation.Originality/valueIt is important for leaders to consider how power can influence trust, motivation and the performance of a health organization. Although this study was conducted in Norway and Finland, the findings may have relevance on a broader scale.
International journal of public leadership, Dec 7, 2020
Purpose-To investigate the relationship between trust in leaders and work satisfaction on work en... more Purpose-To investigate the relationship between trust in leaders and work satisfaction on work engagement in public hospitals. Design/methodology/approach-Survey data were collected from 137 employees working in two mediumsized public hospitals. A model based on a review of the literature was developed and tested using variancebased structural equation technique. Findings-Work engagement is significantly influenced by trust in leaders and work satisfaction. Work satisfaction partially mediates the relationship between trust in leaders and work engagement. Furthermore, personal development, affiliation and belonging and basic needs for job fulfilment significantly influence work satisfaction. Likewise, basic needs for job fulfilment and co-workers' empathy significantly influence trust in leaders. Practical implications-This study indicates that in public hospitals satisfaction and trust in a leader have a substantial influence on work engagement, highlighting the importance of a good trust relationship in the workplace. It is also important for leaders to understand that increased work engagement leads to a wellmotivated workforce, improved work performance, low absence from work due to sick leave and a good patient experience. Originality/value-Not much research has been done on the direct effects of trust and satisfaction on engagement. Moreover, the study contributes to the existing literature through the development and testing of the "work engagement model".
Work & Stress, Apr 1, 2007
Universitetsforlaget eBooks, Dec 10, 2021
Business; NTNU in Aalesund SAMMENDRAG I denne analysen presenterer vi en lojalitetsmodell for sek... more Business; NTNU in Aalesund SAMMENDRAG I denne analysen presenterer vi en lojalitetsmodell for sektoren for høyere utdanning hvor vi ser på hvordan studentenes følelser og ambivalens overfor holdninger kan påvirke studentenes lojalitet til en utdanningsinstitusjon. Basert på en spørreundersøkelse med et utvalg på 541 studenter, analyseres modellen ved hjelp av metoden for gruppesammenlikninger ved å bruke strukturelle ligningssystemer. Funnene viser at ambivalens har en signifikant modererende effekt på flere av relasjonene i modellen. Verdsetting av service kvalitet har en mye sterkere effekt på lojalitet når ambivalensen er lav, mens verdsetting av fasiliteter har en sterkere effekt på lojalitet når ambivalensen er høy. En generell implikasjon av disse funnene er derfor at administrasjonen/ ledelsen må tilnaerme seg ambivalente og ikke-ambivalente studenter på forskjellige måter. Et annet viktig funn med en tydelig implikasjon er at negative følelser har en sterkere negativ effekt på lojalitet enn de positive følelsenes positive effekt på lojalitet. For svaert ambivalente studenter er det derfor viktigere å unngå situasjoner som kan utløse negative følelser enn å fremme de positive følelsene.
This work is licensed under the Creative Commons Attribution 4.0 International (CC-BY 4.0).
Maritime Policy & Management, 2000