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| 43. |
- Andersson, Thomas, 1970-, et al.
(författare)
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Strategies for co-workership retention
- 2021
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Ingår i: Human Resource Development International. - : Informa UK Limited. - 1367-8868 .- 1469-8374. ; 24:4, s. 425-445
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Tidskriftsartikel (refereegranskat)abstract
- Co-workership is a Scandinavian working life concept that is based on post-bureaucratic organizing, the cornerstones of which are decentralization and a vision of responsible individual autonomy and participation. Research has shown positive results from implementing/developing co-workership in organizations; however, in terms of the post-bureaucratic character of the concept, it might be more challenging to retain positive results than to succeed with short-term development and implementation. This study aimed to describe and analyse the retention of co-workership. A qualitative case study based on interviews and observations was conducted at an elderly care unit that had attracted a lot of attention for its organizational development, largely due to co-workership. The present study focused on retention of the active co-workership that the former development had resulted in. Four main challenges were identified as central to co-workership retention. The paper contributes to the scientific community concerning retention of organizational development efforts, particularly by emphasizing the concept of co-workership retention, which is crucial for producing excellent operational performance over extended periods of time.
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| 44. |
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| 45. |
- Andersson, Thomas, 1970-
(författare)
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The medical leadership challenge in healthcare is an identity challenge
- 2015
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Ingår i: Leadership in Health Services. - : Emerald Group Publishing Limited. - 1751-1879 .- 1751-1887. ; 28:2, s. 83-99
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Tidskriftsartikel (refereegranskat)abstract
- Purpose– The purpose of this article is to describe and analyse the identity challenges that physicians with medical leadership positions face.Design/methodology/approach– Four qualitative case studies were performed to address the fact that identity is processual, relational and situational. Physicians with managerial roles were interviewed, as well as their peers, supervisors and subordinates. Furthermore, observations were made to understand how different identities are displayed in action.Findings– This study illustrates that medical leadership implies identity struggles when physicians have manager positions, because of the different characteristics of the social identities of managers and physicians. Major differences are related between physicians as autonomous individuals in a system and managers as subordinates to the organizational system. There are psychological mechanisms that evoke the physician identity more often than the managerial identity among physicians who are managers, which explains why physicians who are managers tend to remain foremost physicians.Research limitations/implications– The implications of the findings, that there are major identity challenges by being both a physician and manager, suggest that managerial physicians might not be the best prerequisite for medical leadership, but instead, cooperative relationships between physicians and non-physician managers might be a less difficult way to support medical leadership.Practical implications– Acknowledging and addressing identity challenges can be important both in creating structures in organizations and designing the training for managers in healthcare (both physicians and non-physicians) to support medical leadership.Originality/value– Medical leadership is most often related to organizational structure and/or leadership skills, but this paper discusses identity requirements and challenges related to medical leadership.
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| 46. |
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| 47. |
- Andersson, Thomas, 1970-, et al.
(författare)
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Understanding institutional work through social interaction in highly institutionalized settings : Lessons from public healthcare organizations
- 2020
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Ingår i: Scandinavian Journal of Management. - : Elsevier BV. - 0956-5221 .- 1873-3387. ; 36:2
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Tidskriftsartikel (refereegranskat)abstract
- The present study describes and analyses how social interactions between individual actors form institutional work in the highly institutionalized setting of healthcare organizations. Based on a qualitative case study, we affirm that social interactions mainly form maintaining institutional work, thus primarily upholding the rigidity of healthcare organizations. Social interactions either preserve distance between different actors or prevent their mutual influence, which decreases the effects of institutional complexity. However, when institutional work goes beyond maintaining, social interaction is characterized by processes of claiming influence and granting influence between individual actors who adhere to different institutional logics, which allows effects of institutional complexity. Such institutional work is contingent upon physicians' strong power position, and granting influence is likely to precede claiming influence.
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