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- Andersson, Thomas, 1970-, et al.
(författare)
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Institutional Work Through Interaction in Healthcare
- 2017
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Ingår i: Academy of Management Proceedings. - : Academy of Management.
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Konferensbidrag (refereegranskat)abstract
- This study examines how interactions between individual actors can form institutional work in a highly institutionalized setting. Recent progress within the institutional logics perspective has directed focus to the roles of individual actors, their strategic actions, and how institutional logics may be interpreted and rebalanced. However, these contributions are founded on individual actors’ identity processes, but not on how institutional work can be performed through interactions among individual actors adhering to different institutional logics. We performed a qualitative case study, based on observations and interviews, with a focus on quality-improvement work performed in a hospital. The study affirmed that institutional work primarily maintains and upholds the rigidity of healthcare organizations, by interactions that either preserve the distance between different institutional logics or prevent their mutual influence on each other. However, when institutional work transcends maintaining – towards creating or disrupting – the interaction is characterized both by acts of claiming influence and acts of granting influence between actors adhering to different institutional logics. Nonetheless, these interactions are dependent upon the approaches of the physicians; such interactions start with the physicians either being granted influence or granting influence – influence that can later be claimed by the other actor. As such, although the coexistence of different institutional logics is currently an established phenomenon in healthcare, we illustrate how institutional work is contingent upon the dominating professional logic of physicians.
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- 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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- Eriksson, Erik, 1977, et al.
(författare)
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Beyond sickcare: Collaborative value creation emphasizing health in healthcare
- 2018
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Ingår i: 2018 Annual IRSPM Conference.
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Konferensbidrag (refereegranskat)abstract
- The public service logic (PSL) offers an alternative to the predominant intra-organizational and ‘productionesque’ model of value creation. While the inter-organizational and networked nature of value creation is acknowledged in PSL, the value propositions that organizations offer to public service users remains poorly understood. This article seeks to contribute to an enhanced conceptual understanding of PSL, at the same addressing a paramount challenge to many countries: An increasing number of elderly patients with multiple and chronic diseases. Rather than offering separate propositions, public service organizations should increasingly collaborate to offer coordinated propositions that better address the users’ broader life situations.
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| 9. |
- Eriksson, Erik, 1977-, et al.
(författare)
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Collaborative Public Management : Coordinated Value Propositions among Public Service Organisations
- 2020
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Ingår i: Public Management Review. - : Taylor & Francis. - 1471-9037 .- 1471-9045. ; 22:6, s. 791-812
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Tidskriftsartikel (refereegranskat)abstract
- Drawing from collaborative public management, this article seeks to contribute topublic service logic by focusing on what precedes the public service user’s realizationof value: the value proposition. A new care model for elderly people with multiplechronic diseases shows that coordinators with an inter-organizational mission, ver-tical and horizontal supporting structures, trust established through relationships,and recognition of service systems’embeddedness in social systems are pivotal forthe ability of public service organizations to develop coordinated value propositions.The contribution to policy and practice is an increased understanding of a coherent,rather than fragmented, welfare system for users/citizens.
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| 10. |
- Eriksson, Erik, 1977, et al.
(författare)
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Post-New Public Management in Public Healthcare: Recycled, Hybridized, Paradigmatic?
- 2019
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Ingår i: British Academy of Management (BAM) 2019 Conference. - : British Academy of Management.
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Konferensbidrag (refereegranskat)abstract
- New Public Management (NPM) is increasingly used pejoratively and claimed unfit for the complex challenges in contemporary societies, for example aging population structures and, as a result, increased number of cancer patients. Consequently, post-NPM gains increased attention. Drawing from a longitudinal case in Swedish cancer care, the present article seeks to pinpoint post-NPM in public healthcare practice. It is revealed that some post-NPM aspects are recycled by combining traditional public administration (pre-NPM) and NPM aspects: the former’s re-professionalisation is combined with the latter’s foci on performance measures, decentralisation, and accountability. Other post-NPM aspects are hybridizing typical NPM aspects with new (post-NPM) aspects: for instance, customer-focus is taken further to include the patient’s active participation in co-designing services, and standardization is reinterpreted to concern meeting-places rather than efficiency. Yet other aspects are replacing NPM shortcomings: for instance, trust is replacing control, and a systems approach is replacing the intra-organisational focus
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