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LIBRIS Formathandbok  (Information om MARC21)
FältnamnIndikatorerMetadata
00004030naa a2200517 4500
001oai:DiVA.org:oru-25567
003SwePub
008120829s2011 | |||||||||||000 ||eng|
009oai:DiVA.org:mdh-26572
009oai:DiVA.org:uu-129193
009oai:prod.swepub.kib.ki.se:123079770
024a https://urn.kb.se/resolve?urn=urn:nbn:se:oru:diva-255672 URI
024a https://doi.org/10.1002/hpm.10672 DOI
024a https://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-265722 URI
024a https://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-1291932 URI
024a http://kipublications.ki.se/Default.aspx?queryparsed=id:1230797702 URI
040 a (SwePub)orud (SwePub)mdhd (SwePub)uud (SwePub)ki
041 a engb eng
042 9 SwePub
072 7a ref2 swepub-contenttype
072 7a art2 swepub-publicationtype
100a Wihlman, Ullau Karolinska Institutet4 aut
2451 0a Organizing vocational rehabilitation through interorganizational integration :b a case study in Sweden
264 c 2010-10-10
264 1b Wiley,c 2011
338 a print2 rdacarrier
520 a This study describes and analysis five years of experiences from organising an interorganisational project on vocational rehabilitation. A qualitative case study approach was used based on interviews, focus group discussions and documents. The aim was to analyse how and why the project was organised in the way it was in relation to theories of integration, organisational change and learning. The results show that the vocational rehabilitation project was initiated mainly for financial reasons. It was organised as a mechanistic system with the aim of producing different activities, where financial control and support from all the levels of the organisations involved was important. A new bureaucracy between the different authorities involved was built up, where the vertical (top-down) integration was more important than the horizontal. The result was scattered islands of interprofessional work in different teams, but without contacts between them. The project did not influence the processes or workflows of the organisations involved in the project, which would be important from a service-user perspective. It may therefore be questionnable to organise the development of interorganisational integration for vocational rehabilitation in a separate project organisation. Instead, interorganisational networks with focus on interconnections of processes and workflows may be more flexible and adaptable. Copyright (C) 2010 John Wiley & Sons, Ltd.
650 7a MEDICIN OCH HÄLSOVETENSKAPx Hälsovetenskapx Hälso- och sjukvårdsorganisation, hälsopolitik och hälsoekonomi0 (SwePub)303012 hsv//swe
650 7a MEDICAL AND HEALTH SCIENCESx Health Sciencesx Health Care Service and Management, Health Policy and Services and Health Economy0 (SwePub)303012 hsv//eng
653 a qualitative case study
653 a interorganizational integration
653 a vocational rehabilitation
653 a organizational change
653 a complex adaptive system
653 a Medicine
653 a Medicin
700a Stålsby Lundborg, Ceciliau Karolinska Institutet4 aut
700a Holmström, Ingeru Uppsala universitet,Örebro universitet,Hälsoakademin,Uppsala University, Uppsala, Sweden,Hälso- och sjukvårdsforskning4 aut0 (Swepub:uu)ingeholm
700a Axelsson, Runou Nordic School of Public Health, Göteborg, Sweden4 aut
710a Karolinska Institutetb Hälsoakademin4 org
773t International Journal of Health Planning and Managementd : Wileyg 26:3, s. E169-E185q 26:3<E169-E185x 0749-6753x 1099-1751
8564 8u https://urn.kb.se/resolve?urn=urn:nbn:se:oru:diva-25567
8564 8u https://doi.org/10.1002/hpm.1067
8564 8u https://urn.kb.se/resolve?urn=urn:nbn:se:mdh:diva-26572
8564 8u https://urn.kb.se/resolve?urn=urn:nbn:se:uu:diva-129193
8564 8u http://kipublications.ki.se/Default.aspx?queryparsed=id:123079770

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