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- Andersson, Thomas, 1970-, et al.
(författare)
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Building traits for organizational resilience through balancing organizational structures
- 2019
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Ingår i: Scandinavian Journal of Management. - : Elsevier. - 0956-5221 .- 1873-3387. ; 35:1, s. 36-45
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Tidskriftsartikel (refereegranskat)abstract
- This paper describes and explains how balancing organizational structures can build traits for organizational resilience. Organizational resilience is a holistic and complex concept. In this paper, we move beyond focusing on sudden and disruptive events in favour of anticipating the unexpected in daily organizing. Organizational resilience is understood here as building traits of risk awareness, preference for cooperation, agility and improvisation and is analysed by means of a longitudinal qualitative case study. The paper contributes to the field by showing how balancing organizational structures can foster organizational resilience traits. We show that power distribution and normative control can create preparedness for unexpected events and foster action orientation at the same time as supporting organizational alignment.
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| 2. |
- Andersson, Thomas, 1970-, et al.
(författare)
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Career in Swedish Retail
- 2016
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Rapport (refereegranskat)abstract
- A career in retailing is to a large extent a boundaryless career. A career in retail does not limit the individual to a single organisation, to a single role/position, or to a hierarchical rung on the organisational ladder. Both co-workers and managers move quite easily among organisations within the same retail area, between different retail areas, and in and out of the retail sector.• In the past, the description of retailing as a transitory employment sector has had a negative connotation. Yet this description can also have quite a positive connotation. For example, experience acquired in the retail sector can be very useful in other work sectors. Moreover, people working in retail are generally motivated by job security, a job that is possible to combine to leisure/family, and a job close to home. They are typically much less motivated by traditional career advancement opportunities, the exercise of power over others, and by the desire to make decisions.• People working in retail have a rather limited interest in becoming managers in part because their major work motivators are not the motivators one usually associates with management career paths.• Gender is a relatively weak distinguishing variable in terms of retail careers, but there are some statistically significant – yet small – differences in the work characteristics of men and women in retail. For example, women in retail prioritize work-life balance, the proximity of workplace to home, and outside interests more than men in retail. These priorities have a limiting effect on their opportunities to accept managerial positions and to follow traditional, upward career paths.• There are more women than men working in the retail sector today, but a larger percentage of men in management positions. However, this cannot be explained by differences between the motivations of men and women to become managers or in their attitudes towards their own managerial capabilities. The explanation lies in other, more indirect factors such as the expectations of today’s managers.• Women generally earn less than men in the retail sector. This inequality is especially evident when differences in work responsibilities exist (e.g., specialized areas, subbranches, management tasks).• There is some general scepticism among employees in the retail sector as far as the extent to which their employers are willing to commit to their well-being and development. This finding has important practical implications when employees sense a lack of employer commitment to them.• People outside retail sector generally have a more negative picture of the retail sector than the people within the sector. People in the retail sector are relatively satisfied and think their work is varied and interesting.• The number of women at the lower management levels (at the store-level) is increasing. Because of this trend, which is expected to continue, in the relatively near future there may be as many female managers as male managers at this level. However, at the upper management levels in retail, there are more than ten men for every woman and no indications of change.• Job security is the most important career anchor for retail employees in Sweden. This finding has very important practical implications because job security is typically not associated with employment in the retail sector. It is a factor that can be an important consideration for retailers.
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| 7. |
- 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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| 8. |
- Kazemi, Ali, 1976-, et al.
(författare)
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How You Appraise Your Relationship With Your Colleagues Matters, but Not as Much as How You Appraise Your Relationship With Your Manager : Predicting Employee Job Satisfaction and Commitment
- 2024
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Ingår i: Psychology of Leaders and Leadership. - : American Psychological Association (APA). - 2769-6863 .- 2769-6898.
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Tidskriftsartikel (refereegranskat)abstract
- Leader-member exchange (LMX) is the foremost relational approach to leadership. Building upon the LMX theory, this study aimed to examine the associations between three types of relationship appraisals in the workplace: leader-member (leader LMX), member-leader (member LMX), and member-member relationships (collegial climate), and their impact on employee work attitudes (i.e., employee job satisfaction and commitment). Questionnaire data were obtained from a sample of retail managers (n = 113) and retail workers (n = 555) in the Swedish retail sector. Mediation analyses confirmed the novel hypotheses that member LMX and collegial climate fully mediate the association between leader LMX and employee job satisfaction. However, in predicting employee commitment, the only significant mediator was member LMX. This study not only contributes to the existing LMX theory and research but also adds to the expanding body of knowledge in the field of positive organizational scholarship exploring the significance of positive workplace relationships in shaping employee attitudes.
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| 9. |
- Liff, Roy, 1951, et al.
(författare)
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Experts' contribution to strategy when strategy is absent. A case study of quality experts in hospitals
- 2021
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Ingår i: Public Management Review. - : Informa UK Limited. - 1471-9037 .- 1471-9045. ; 23:9
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Tidskriftsartikel (refereegranskat)abstract
- This study investigates how new categories of experts can contribute to strategy development in public organizations. Interplay between managers and experts was analysed using principal-agent theory, stewardship theory, and partnership theory, each assigning the experts different kinds of strategic contribution. Results show that experts may contribute to an iterative and emergent strategy process as stewards through a consultative process method that lets the means guide the goals. Experts' knowledge of what other actors in the organization perceive as important guides the experts' application of the technical methods and processing.
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| 10. |
- Pistone, Isabella, 1987, et al.
(författare)
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We Need to Talk about Knowledge! Rethinking Management and Evidence-Based Practice in Welfare
- 2023
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Ingår i: Scandinavian Journal of Public Administration. - : University of Gothenburg School of Public Administration. - 2001-7405 .- 2001-7413 .- 2000-8058. ; 27:3, s. 37-56
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Tidskriftsartikel (refereegranskat)abstract
- New Public Management (NPM) and Evidence-Based Practice (EBP) are two fundamental concepts within welfare professions. Both NPM and EBP are central to many debates within welfare, and often criticised as posing simplified or positivist approaches to management and knowledge utilization. Epistemologically, both are manifestations of modernity, with its emphases on standardization, control, simple causality and measurability. These epistemological similarities have not been explored as potential doorways for making modifications to NPM and EBP. The purpose of this paper is to contribute to new ways of thinking and doing management and EBP of complex welfare issues by increasing the epistemological understanding of these concepts. NPM and EBP are taken here as subjects for joint conceptual analysis. The paper is guided by the following question: What is an appropriate epistemology for professionals involved in EBP and managing? Literature on NPM and EBP are analyzed together with theoretical insights from scholarship on formalization and heterogeneity of expertise, and analyzed in light of empirical examples taken from a case of a subregional social sustainability/public health initiative. Drawing on the development of post-NPM and more complex versions of EBP, the paper ends by introducing the notion post-EBP, and concludes by outlining some implications of this concept for the working professions.
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