| 1. |
|
|
| 2. |
- Bjørkquist, Catharina, 1964-
(author)
-
Stakeholder Influence in Higher Education : Old Ideas in New Bottles?
- 2009
-
Doctoral thesis (other academic/artistic)abstract
- This dissertation deals with how national higher education policy affects stakeholder influence in practice, i.e. how two selected higher education institutions, the University of Oslo and Telemark University College, have interpreted and adapted to national policy reforms. The aim of this dissertation is threefold. First, four stakeholder regimes: the expert, welfare, bargaining and entrepreneurial regimes, are developed. Second, these stakeholder regimes are used to investigate the evolvement of norms and structures for stakeholder influence over time, i.e. approximately 40 years, at the University of Oslo and Telemark University College, respectively. Third, historical institutionalism is used at an organisational level in order to reveal the evolvement of continuity and change in stakeholder influence at these two institutions. This dissertation argues that the two higher education institutions have both undergone an evolvement of stakeholder influence in three phases where the two first phases have paved the way for the ultimately dominant characteristics of the entrepreneurial regime. At the same time, the analysis shows that the initial institutional legacies of the University of Oslo and Telemark University College differed. The University of Oslo had an established institutional legacy where the professors had the most influence, whereas the participation of other internal stakeholder groups became part of the legacy during the 1970s. Recently, ideas of strong leadership have been added to the legacy. In contrast, the institutional legacy of Telemark University College was based on cooperation with external stakeholders already from the outset of the period studied here. On a general level, this dissertation argues that policy is more likely to change practice if the changes are incremental and introduced as layering modes of change on the structural aspects of the regime models. Along with these incremental changes – where the University of Oslo and Telemark University College become more alike in several aspects – both higher education institutions display a number of continuous practices; cooperation with external stakeholders is one example which can be traced back to the early stage of this study. However, Telemark University College initially opened up more to the outside world than the University of Oslo.
|
|
| 3. |
- Gjellebæk, Camilla, 1976-, et al.
(author)
-
Management challenges for future digitalization of healthcare services
- 2020
-
In: Futures. - : Elsevier Ltd. - 0016-3287 .- 1873-6378. ; 124
-
Journal article (peer-reviewed)abstract
- eHealth is considered a solution to current challenges in healthcare. However, its use is not very well developed, and its potential has been little exploited. There are many reasons for the limited diffusion of eHealth. Knowledge, opportunities for training and collaborative activities are examples of factors that influence diffusion. Managerial responsibility is decisive in transforming healthcare. This paper aims at exploring middle management strategies that can facilitate workplace learning when introducing eHealth and new ways of providing healthcare. Introduction of eHealth will imply new and innovative working processes, where both employees and managers need to be aware that their work will change fundamentally, from routine work to work that involves learning, skills development and continuous changes in work practice. This study takes a qualitative approach by analysing data collected through focus group interviews. The findings indicate a necessity for a shift towards learning-oriented leadership and adaptive management that emphasizes employee involvement and opportunities for learning. Helping employees make sense of the complexities associated with continuously changing work practices is another identified middle management strategy. Scenario planning and backcasting stand out as suitable tools for sensemaking in complex organizations and as techniques that can promote workplace learning. © 2020 The Author(s)
|
|
| 4. |
- Gjellebæk, Camilla, et al.
(author)
-
The Dark Sides of Technology : Barriers to Work-Integrated Learning
- 2020
-
In: Augmented Cognition. - Cham : Springer International Publishing. - 9783030504397 ; , s. 69-85
-
Conference paper (peer-reviewed)abstract
- Digitalization and technology are interventions seen as a solution to the increasing demand for healthcare services, but the associated changes of the services are characterized by multiple challenges. A work-integrated learning approach implies that the learning outcome is related to the learning environment and the learning affordances available at the actual workplace. To shape workplace affordances it is of great importance to get a deeper understanding of the social practices. This paper will explore a wide range of managers' and professionals' emotions, moods and feelings related to digitalization and new ways of providing healthcare services, as well as the professionals' knowledge and experiences. Zhang's affective response model (ARM) will be used as a systematic approach and framework to gain knowledge of how professionals and managers experience and experience digitization of municipal health services. The research question is: How can knowledge about dark sides of technology reduce barriers to work-integrated learning?This paper is based on a longitudinal study with a qualitative approach. Focus group discussions were used as method for collecting data. The findings and themes crystallized through the content analysis were then applied to the Affective Response Model as a systematic approach to gain more knowledge about professionals and managers' experiences and how that knowledge can reduce the barriers to work-integrated learning. Understanding of, and consciousness about the dark sides of technology and the professionals' affective responses may support the digitalization of the sector and the development of the new ways of providing healthcare services.
|
|
