| 1. |
- Andersson, Thomas, 1970-, et al.
(författare)
-
Co-optation as a response to competing institutional logics : Professionals and managers in healthcare
- 2018
-
Ingår i: Journal of Professions and Organization. - : Oxford University Press. - 2051-8803 .- 2051-8811. ; 5:2, s. 71-87
-
Tidskriftsartikel (refereegranskat)abstract
- Researchers working under the institutional logics perspective find the struggle between managerial logic and various professional logics one of the most intriguing issues in healthcare organizations. Previous research provided several explanations at both the organizational level (mediation, hybridization, and selective coupling) and the individual actor level (hierarchization, sense making, reinterpretation, and hijacking) for the coexistence of professional and managerial logics in healthcare. However, all of these explanations are based on the underlying institutional logics not changing. In this article, we show that co-optation can explain the coexistence of institutional logics, but that it also causes the underlying institutional logics to change. Co-optation means that an actor adopts a strategic element from another logic that retains the most important elements of its own logic. Empirically, this article illustrates co-optation processes through a qualitative study of outpatient units in child and adolescent psychiatric care in Sweden. Using an institutional logics framework, we describe and explain how managers co-opted elements of professional logics and professionals co-opted elements of managerial logic in their attempts to support their own interests. Even if co-optation is performed to protect the home logic, the co-opted elements ultimately change it. This study contributes to the institutional logics framework by describing and explaining how co-optation can be a dynamic response to competing logics at the individual actor level.
|
|
| 2. |
|
|
| 3. |
|
|
| 4. |
- Liff, Roy, 1951, et al.
(författare)
-
Experts' contribution to strategy when strategy is absent. A case study of quality experts in hospitals
- 2021
-
Ingår i: Public Management Review. - : Informa UK Limited. - 1471-9037 .- 1471-9045. ; 23:9
-
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.
|
|
| 5. |
|
|
| 6. |
- Liff, Roy, 1951, et al.
(författare)
-
Professioners roll i styrning av offentlig verksamhet
- 2009
-
Ingår i: Adolfsson, P. & Solli, R. (red.) (2009) Offentlig sektor och komplexitet. Om hantering av mål, strategier och professioner. - Lund : Studentlitteratur. - 9789144057804 ; , s. 251-270
-
Bokkapitel (övrigt vetenskapligt/konstnärligt)
|
|
| 7. |
- Liff, Roy, 1951, et al.
(författare)
-
The multi-professional team as a post NPM control regime
- 2013
-
Ingår i: Offentlig förvaltning. Scandinavian Journal of Public Administration. - 2000-8058. ; 16:2, s. 45-68
-
Tidskriftsartikel (refereegranskat)abstract
- This paper focuses on multi-professional teams (MPT) as a potential post New Public Management (NPM) control regime in order to develop individualistic and holistic care in healthcare in the context of two competing logics: managerialism and professionalism. In a qualitative case study, three outpatient Child and Adolescent Psychiatric (CAP) care units are investigated using interviews, observations and shadowing. The study shows that the MPT has an integrative effect on the two logics when informal alliances are formed between psychologists/psychiatrists and unit managers. We conclude that the MPT may achieve patient care in a resource-effective and professional way but not individualistic and holistic care. An explanation may be that individualistic and holistic care is neither measurable/quantifiable as required by the resource-effectiveness goal nor in focus as a consequence of the logic of professionalism. A theoretical implication is that the negative effect of NPM on the professionals’ autonomy is mitigated by the MPT. Earlier studies may have underestimated the importance of “hard facts” introduced by a strong control regime, in this case, the NPM context. The control regime may take over and create collaboration; nonetheless, the outcome is not entirely the desired one.
|
|
