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- Andersson, Thomas, 1970-, et al.
(author)
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Career in Swedish Retail
- 2016
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Reports (peer-reviewed)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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| 2. |
- Alvehus, Johan, et al.
(author)
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A New Professional Landscape : Entangled Institutional Logics in Two Swedish Welfare Professions
- 2018
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In: Nordic Journal of Working Life Studies. - : Nordic Journal of Working Life Studies. - 2245-0157. ; 8:3, s. 91-109
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Journal article (peer-reviewed)abstract
- Previous research has made three parallel but incompatible observations on the contemporary development of welfare professions: loss of professional autonomy, hybridization, and maintained autonomy. Yet, research providing contextual understanding of the simultaneous occurrence of these three observations is lacking. The aim of this theoretical paper is to identify and explain seemingly contradictory coexisting features of modern welfare professions through a compre-hensive reading of current literature on the health care and teaching professions in Sweden. The literature has demonstrated entangled institutional logics, in which simultaneous but differing effects occur, thereby developing a new professional landscape.
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| 6. |
- Andersson, Thomas, 1970-, et al.
(author)
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An experience based view on leader development : leadership as an emergent and complex accomplishment
- 2016
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In: Development and Learning in Organizations. - : Emerald Group Publishing Limited. - 1477-7282 .- 1758-6097. ; 30:6, s. 30-32
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Journal article (peer-reviewed)abstract
- PurposeThe paper aims to identify and address matching problems in leader development and to propose how these problems can be dealt with.Design/methodology/approachBased on previous research, traditional leadership development (LD) is criticized and alternative approaches are suggested.FindingsThis research identifies two major matching problems in traditional LD – between participant and development effort and between development effort and realities of managerial work. A context-sensitive and emergent view of LD is suggested to address these matching problems.Practical implicationsThe paper illustrates the need of leader development that is addressing the complex nature of managerial work in a more holistic way and to help participants to understand how such complexities can be dealt with.Originality/valueAn alternative view of leader development is identified. It matches managers’ diversities and the realities of managerial work better than traditional leader development does.
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| 7. |
- Andersson, Thomas, 1970-
(author)
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Att leda genom medarbetarskap
- 2016
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In: Organisation & Samhälle. - Göteborg : Föreningen Företagsekonomi i Sverige (FEKIS). - 2001-9114. ; :2, s. 44-47
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Journal article (other academic/artistic)abstract
- Genom att ge medarbetarna förtroende och uppmuntra ansvars- och initiativtagande är det möjligt att bryta den passivitet som detaljerade regler och standardisering ofta medför.
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| 8. |
- Andersson, Thomas, 1970-
(author)
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Att leda genom medarbetarskap i vården
- 2018
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In: Cancervården. - Stockholm : Sjuksköterskor i cancervård. - 1401-6583. ; :1, s. 16-17
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Journal article (pop. science, debate, etc.)
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| 9. |
- Andersson, Thomas, 1970-, et al.
(author)
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Building traits for organizational resilience through balancing organizational structures
- 2019
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In: Scandinavian Journal of Management. - : Elsevier. - 0956-5221 .- 1873-3387. ; 35:1, s. 36-45
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Journal article (peer-reviewed)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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| 10. |
- Andersson, Thomas, 1970-, et al.
(author)
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Co-optation as a response to competing institutional logics : Professionals and managers in healthcare
- 2018
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In: Journal of Professions and Organization. - : Oxford University Press. - 2051-8803 .- 2051-8811. ; 5:2, s. 71-87
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Journal article (peer-reviewed)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.
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