| 1. |
- Bäckström, Ingela, 1963-, et al.
(författare)
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Capturing Value-based leadership in Practice: : Insights from developing and applying an AI-interview guide
- 2017
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Ingår i: Challenges and Opportunities of Quality in the 4th Industrial Revolution. - 9789176230862
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Konferensbidrag (refereegranskat)abstract
- AbstractOne of the most critical aspects for building quality and innovation in organizations is the role of values. Performance suffers when organizations fail to prioritize values. A challenge for many leaders is to understand deep-rooted values together with what they are and how they are developed. These deep-rooted values are reflected in the behaviors, language and signs occurring in the organization and can be seen as the organizations culture. When a culture is shaped, leadership is central and the managers in the organization are vital. Managers in an organization affect the predominating culture through their behaviors and approach to their co-workers. This make it interesting to try to find out underlying values held by managers striving for good leadership and performance. Underlying values can be unconscious and taken for granted, and thereby hard to ask about. By using an interview guide inspired by Appreciative Inquiry (AI) (an approach based on generativity and positivity), underlying values and the leadership used by top managers can be discovered. Purpose - The purpose of this paper is to present and discuss the results from the Appreciative Inquiry (AI) inspired interviews to explore the underlying values held by top manager and to identify soft aspects of leadership. Methodology/approach – Top managers were interviewed as a part of a research project with the aim to support the development of value-based leadership that integrates company values, organizational culture, customer needs and sustainable development. A structured interview guide, inspired by AI, was developed and used to pinpoint their motivation and vision of a good organization in order to understand the values the leaders had and to identify soft aspects of leadership. The interviews were analyzed in workshops with the whole research group and structured and visualized through affinity chart. Findings – The results show underlying values held by top managers and identified soft aspects of leadership. Practical implications – The presented interview guide can be used to identify the top managers underlying values and the presented results from the interviews can be used to inspire other leaders to develop their leadership in their striving of good leadership and effective organizations.
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| 2. |
- Bäckström, Ingela, 1963-, et al.
(författare)
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Capturing value-based leadership in practice : Insights from developing and applying an AI-interview guide
- 2018
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Ingår i: International Journal of Quality and Service Sciences. - 1756-669X .- 1756-6703. ; 10:4, s. 422-430
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Tidskriftsartikel (refereegranskat)abstract
- Purpose – The purpose of this paper is to present and discuss the results from the appreciative inquiry (AI)-inspired interviews to explore the underlying values held by top managers and to identify soft aspects ofleadership.Design/methodology/approach – Top managers were interviewed as a part of a research project withthe aim to support the development of value-based leadership that integrates company values, organizationalculture, customer needs and sustainable development. A structured interview guide, inspired by AI, wasdeveloped and used to pinpoint their motivation and vision of a good organization to understand the valuesthat the managers had and to identify soft aspects of leadership. The interviews were analyzed in workshopswith the whole research teamand structured and visualized through affinity diagrams.Findings – The results showed the underlying values held by top managers and identified soft aspects ofleadership.Practical implications – The presented interview guide can be used to identify the top managers’underlying values, and the presented results from the interviews can be used to inspire other managers andleaders to develop their leadership in their striving of good leadership and effective organizations.Originality/value – The paper explains how to apply an AI-inspired interview guide in finding out valuebasedleadership and soft aspects of leadership for enhancing organizational culture.
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| 3. |
- Bäckström, Ingela, 1963-, et al.
(författare)
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Collection of baseline data – expanding the scope
- 2016
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Ingår i: EurOMA 2016 - Interactions.
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Konferensbidrag (refereegranskat)abstract
- For leaders to successfully meet the complexity of businesses today, many argue the need to design a performance measurement system that integrates hard data outcomes with soft measures found in organizational culture including values, norms, and behaviors. The purpose of this paper is to present an approach to collecting baseline data that captures the soft dimensions of organizational culture with system thinking as a guiding theory. The results present an approach for measuring the soft dimensions of organizational culture with description of methods, the type of data and what level of organizational culture they measure.
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| 4. |
- Bäckström, Ingela, 1963-, et al.
(författare)
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Enhancing Sustainable Quality Culture
- 2017
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Konferensbidrag (refereegranskat)abstract
- In 2015, a project was initiated to explore how quality can be enhanced in Swedish businesses by developing an internal coaching process to support value-based leadership development. The three–year project, financed by The Knowledge Foundation, is a research and development partnership consisting of three Swedish manufacturing companies and Mid Sweden University. Results presented in the poster address both the process and outcomes from this project.PurposeTo present the results in changes in a company's value-base two years into a project with the purpose to explore how quality can be enhanced when a value-based leadership is integrated with sustainable practices.Method:A number of activities were completed in the company. A survey was designed to measure SQD values as an indicator for value based leadership. The survey were administered both at the start of the project and then again one year later to measure changes in leadership and values. The results from the survey were first analyzed using SPSS (Cronbach Alpha and T-test) and then in relation to completed activities. This was done by the research team together with management team in the company.Results:The results will be the presentation of completed activities within the company as well as results from the two measurements shows that the mean of the measured values are higher in the second measurement when it comes to the whole factory. When it comes to the managers it is the opposite regarding how they look at their role when it comes to the values: Leadership commitment and Participation of everybody.Conclusions so far:Measuring soft aspects helps to focus on culture and values.The wording of the statements can affect culture.Talking about leadership in connection to an organizations unique context initiates new dialog forms, topics, and gives the leaders a “leadership language”.Focusing on positive aspects of leadership creates energy and a solution focused climate.Statistically significant results can be shown after such a short period as one year.Increased pride in the team and the work-place!Further investigate correlations between factors.
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| 5. |
- Carnerud, Daniel, 1983-
(författare)
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Exploring Trends, Patterns and Characteristics of Quality Management Through Text Mining
- 2016
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Licentiatavhandling (övrigt vetenskapligt/konstnärligt)abstract
- At frequent intervals, new reports and papers are published stressing the importance of high quality and quality improvement measures in the public and private sector if Sweden is to survive as a welfare state and industrial nation. The situation seems not to be unique for Sweden: similar opinions can be heard in other parts of the world as well. In the 21st century, consumers and citizens should be provided with continuously improved quality at a lower cost, otherwise businesses are likely to go bankrupt and politicians may lose the trust of the people. Quality is, thus, a word that is used persistently by people in power and the social commentators of today. From this perspective, it might seem fitting that quality, quality management (QM), total quality management (TQM) and other closely related terminologies are well defined, to make possible constructive dialogue that will culminate in effective action. This is often not the case, which is why vision statements, campaigns and other quality improvement measures risk falling short before they are even launched. With this background, the purpose of this thesis is to facilitate fruitful dialogue by examining QM-research and how trends, terminologies and research focus have shifted over time. By increasing the understanding of how QM-research has evolved it is also possible to create a coherent overview which hopefully can help to reduce confusion and polarisation amongst scholars and practitioners. In this way, it might be possible to increase the number of successful quality improvement measures as well as to lay the foundations for sustainable and system-wide quality improvement actions in society at large.The thesis is based on three studies, of which the first is looking into conference proceedings from one of the globally most prominent scientific conferences on quality – the QMOD-ICQSS conference. The two subsequent studies use abstracts from three of the top ranked scientific journals dealing with quality - International Journal of Quality and Reliability Management, Total Quality Management Journal and Total Quality Management & Business Excellence. All studies have been conducted according to text mining methodology, which entails usage of statistical tools in the form of hard- and software for data collection, modelling and analysis. The approach is exploratory and previously not verified with this purpose, which is why the three studies offer unique perspectives on the research field, at the same time as new methodological tools and approaches are investigated and tested.Through the studies it is possible to show occurrence of trends in research alignment as well as in publication design and popularity. The studies also identify central, perpetual, topics around which the research has been concentrated. These topics indicate that the research field, in spite of momentary trends and fashions, rests on a firm foundation regarding problem definition and approaches to solve them. Finally, a model is presented which summarizes the perspectives and outsets which distinguish QM and make it a research field in its own right.
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| 6. |
- Carnerud, Daniel, 1983-
(författare)
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Text Mining The Quality Paradigm(s)
- 2019
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Doktorsavhandling (övrigt vetenskapligt/konstnärligt)abstract
- The purpose of this thesis orbits around an examination of the formation of a quality paradigm. In this inquiry, the exploration and application of text mining have been used to provide new insights into quality as a paradigm.The findings reveal the existence of unifying topics, around which research on quality has clustered, constituting the foundational pillars of an academic quality paradigm. These foundational pillars are operational paradigms that embody both epistemological perspectives and operational concerns regarding quality. The three operative paradigms upon which the quality paradigm rests are the operative paradigm of back-end quality (orbiting around: QM, TQM and service quality), the operative paradigm of middle-way quality (orbiting around: ISO, BEMs and Quality Awards) and the operative paradigm of front-end quality (orbiting around: Reliability, Costs and Processes). The three operative paradigms differ in their levels of abstraction, accountability and system-learning emphasis. However, the mutual purpose and aim of the three operative paradigms, and hence the paradigm as a whole, is to continuously control, assure and develop systems affecting quality initiatives in service of the customer(s).The findings also indicate that the operative paradigms of back-end and front-end quality seem to be specializing and drifting apart, which might lead to a division of the quality paradigm into two separate paradigms.The studies in this thesis also confirm the existence of changes in the focus and popularity of specific topics. However, the key epistemological findings are the central and perpetual research topics that are identified – supporting the supposition that research on quality truly constitutes a delimited and recognized research paradigm.Furthermore, the studies show that research on quality expanded during the end of the 1980s and beginning of the 1990s, after which a contraction took place, followed by stability at the start of the 21st century. Consequently, it is found that research on quality entered a stable and mature phase in the 21st century, settling down as a distinctive and established research paradigm.Finally, it is found that the exploration and application of text mining is a potent approach when probing the epistemological foundations of an academic discipline.
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| 7. |
- Hedlund, Christer, 1964-, et al.
(författare)
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Continuous Improvement of Leadership : Evaluation of peer-coaching experiments
- 2017
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Konferensbidrag (refereegranskat)abstract
- This paper investigates continuous improvement of leadership with the aid of coaching and specifically peer-coaching as a model for leadership improvement. The paper is based on the idea of experimental learning both as a tool to motivate, educate and inspire leaders in two studied organizations. Learning-by-doing along with reflection has formed the basis for leadership improvement and leadership awareness in this study. The concept of Developing- by-doing have been used to help leaders design the foundation of an organizational specific coaching model.
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| 8. |
- Hedlund, Christer, 1964-, et al.
(författare)
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Research On Toyota Kata? Proposing A Future Research Agenda For The Emerging Practice
- 2016
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Ingår i: EurOMA Conference Proceedings.
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Konferensbidrag (refereegranskat)abstract
- Since the bestselling book “Toyota Kata” was first published in 2009 the practices of the Toyota Kata has spread quickly among practitioners and consultants all over the world. However, the number of academic papers and studies concerning Toyota Kata occurs as remarkably sparse. Based on the apparent gap, this paper identifies and proposes a future research agenda on Toyota Kata based on a survey with Swedish Toyota Kata experts. As a result, 20 areas are highlighted and identified as the currently most desirable to understand and study more closely. Based on the areas, six themes are also identified and formulated.
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| 9. |
- Ingelsson, Pernilla, 1968-, et al.
(författare)
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Adapting a Lean leadership-training program within a health care organization through co-creation
- 2018
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Ingår i: 21st QMOD conference on quality and service science ICQSS, 22-24 August 2018, Cardiff University, Wales, UK.
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Konferensbidrag (refereegranskat)abstract
- Purpose –The purpose is to describe and evaluate a Lean leadership-training program within the healthcare sector, developed through a co-creative process with the intent of enhancing the possibilities for a context-specific adaption of Lean.Methodology/approach – A co-created leadership-training program, executed over a period of one year, is described both as a model development process and as the final training program. The program was evaluated through reflective discussions and feedback as well as a written final evaluation of the program from participants in the program. Findings – Even though the process was not followed to the end the evaluation shows that the objectives of the training program was met, at least amongst the participators attended the whole program. Using a co-creative process when developing and realizing a leadership-training program enhances the possibilities for an organizational adaption of Lean to its own context. One condition for this approach to be successful is that the expectation on both the organization and the University needs to be in focus through the whole process. In addition the executive team needs to be continuously engaged and create conditions for the organization to realize the potential winnings from the training program.
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| 10. |
- Ingelsson, Pernilla, 1968-, et al.
(författare)
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Developing value-based leadership for sustainable quality development : Let’s do it
- 2018
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Konferensbidrag (refereegranskat)abstract
- IntroductionIn a report in Harvard Business Review, Grant (2016) cited that one of the most critical factors for building quality and innovation in business today is the role of values. Companies that are grounded in clearly articulated values create conditions for employees to be creative and divergent, which is a key ingredient for quality improvement and innovation (ibid). The industrial model that valued compliance and order, is being replaced by a model that values employee engagement as necessary for meeting the needs of customers and improving quality (ibid). This is possible when employees are clear about the values from which decisions are made and understand the reasons why companies choose certain practices. No longer is the “what” and “how” of business practice sufficient to ensure quality: employees need to understand “why” they do what they do to establish a sense of identity and culture for quality innovation (Pink, 2006; Sinek, 2009).Understanding values, including what they are and how they are developed is a contemporary challenge for many business leaders. Values are embedded in an organizations culture and reflected in the behaviors, language and symbol systems used in an organization (Schein, 2004). According to Hildebrandt (1991), changing the corporate culture is increasingly recognized as one of the primary conditions for successfully developing quality in business. At the same time research shows that the majority of quality initiatives fail due to a lack of understanding about culture (Turesky & Connell, 2010, ). Instead, many leaders remain stuck in a leadership approach that worked in the past and miss opportunities to build energy that is revitalizing (Boyatzis & McKee, 2005).Proponents of design thinking suggest there is much to learn from designers about how to understand and develop culture (Brown, 2008). Leavy (2010) states that there is a “growing recognition that ‘design thinking’ or the creative principles long associated with the design function, may now have something very significant to offer when applied…to business management and strategy development” (p. 5-6). Design thinking offers possibilities to develop innovation in management to generate sustainability in business excellence through high engagement and high performance organizational culture.In 2015, a project was initiated through financing from KK Stiftelsen to help business leaders develop a value-based leadership to support sustainable quality innovation in manufacturing. Design thinking was applied as part of the research and innovation approach to gain insights into the challenges facing leaders and to develop prototypes for understanding and building cultures of success through value-based leadership. The purpose of this paper is to present findings from years one and two of the project to examine the cultures within three manufacturing companies and the corresponding leadership practices. Specifically, we address the question: what can we learn from business leaders about the constraints and possibilities to developing a value-based leadership in manufacturing; and what tools can be applied to build a culture of innovation and engagement that resonates with company values and support strategic planning and business excellence? MethodA three-year multi-site case study was conducted in collaboration with three manufacturing companies in Sweden. Data were collected through a series of workshops to gain insights into the constraints and possibilities for leaders in manufacturing to develop a value-based leadership to support sustainable quality development. Data were gathered through a 1) leadership survey, 2) interviews with three general directors, 3) focus groups with middle and top-level managers, 4) observations and cultural analysis, survey, 5) storytelling and appreciative inquiry, and 6) an employee questionnaire. The study design was based on a collaborative, iterative model using the Stanford Design thinking framework (Ling, 2015): 1) empathy, 2) framing, 3) ideation, 4) prototyping, and 5) testing the prototypes with users. Respondents in the study represent leadership teams in three Swedish manufacturing companies and their employees. Company A includes 16 middle management leaders and two production leaders, and one general director. Company B is represented by ten middle managers and one production leader. Company C is represented by three middle managers, one production leader, and one general director. FindingsThe findings indicated that in general there is a lack of dialogue among leaders about what is leadership, what is culture and what is meant by values in the organization. As well, there is a heavy emphasis on structure and process, yet at the same time there lacks a clear understanding about why the structures exist and how they can be used to spawn innovation. Moreover, participating leaders in manufacturing succumb to a crisis leadership model that results from the heavy emphasis on productivity and bottom-line effectiveness. Leaders in each of the companies repeatedly expressed the need to develop structures and systems of leadership that would free them to become proactive. Participants also recognized a positive side effect they believed would result in the form of employee engagement and shared decision making if they had the opportunity to focus on long-term development. Design thinking and the methods used to develop work culture, including appreciative inquiry, storytelling and coaching, provided leaders with new insights into the culture within the company. Leaders were able to identify both constraints and possibilities for changing the culture from disengagement to engagement. Through the process, they also began to identify values and recognized the importance of valuing employees to affect innovation and build a culture of engagement. We also witnessed increased dialogue among leaders that reflected an understanding of the importance to engage middle managers and employees in problem solving and innovation. Boyatzis R., McKee, A. (2005) Resonant leadership. Boston: Harvard Business School Press.Brown, T. (2008) “Design thinking". Harvard Business Review, pp. 1-10Grant, A. (2016) “How to build a culture of originality”. Harvard Business Review. March 2016. 86- 94.Hildebrandt, S. 1991. Quality culture and TQM. Total Quality Management, 2, 1-15.Leavy, B. (2010) “Design thinking: a new mental model of value innovation”. Strategy & Leadership. Vol. 38, no 3., pp. 5-14Ling, D. (2015) Complete design thinking guide for successful professionals. Singapore: Emerge Creatives Group.Pink, D. (2006) A whole new mind: why right-brainers will rule the world. New York: Riverhead Books.Schein, E. H. 2004. Organizational culture and leadership (3. ed.). San Francisco: Jossey-Bass.Sinek, S. (2009). Start with Why: how great leaders inspire everyone to take action. New York: Penguin Group.Turesky, E. F., Connell, P. (2010). “Off the rails: understanding the derailment of a Lean manufacturing initiative”. Organization Management Journal. 7, pp. 110-132
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