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Kazemi, A., Andersson, T., Elfstrand Corlin, T., Tengblad, S. & Wickelgren, M. (2024). How You Appraise Your Relationship With Your Colleagues Matters, but Not as Much as How You Appraise Your Relationship With Your Manager: Predicting Employee Job Satisfaction and Commitment. Psychology of Leaders and Leadership
Open this publication in new window or tab >>How You Appraise Your Relationship With Your Colleagues Matters, but Not as Much as How You Appraise Your Relationship With Your Manager: Predicting Employee Job Satisfaction and Commitment
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2024 (English)In: Psychology of Leaders and Leadership, ISSN 2769-6863Article in journal (Refereed) Epub ahead of print
Abstract [en]

Leader-member exchange (LMX) is the foremost relational approach to leadership. Building upon the LMX theory, this study aimed to examine the associations between three types of relationship appraisals in the workplace: leader-member (leader LMX), member-leader (member LMX), and member-member relationships (collegial climate), and their impact on employee work attitudes (i.e., employee job satisfaction and commitment). Questionnaire data were obtained from a sample of retail managers (n = 113) and retail workers (n = 555) in the Swedish retail sector. Mediation analyses confirmed the novel hypotheses that member LMX and collegial climate fully mediate the association between leader LMX and employee job satisfaction. However, in predicting employee commitment, the only significant mediator was member LMX. This study not only contributes to the existing LMX theory and research but also adds to the expanding body of knowledge in the field of positive organizational scholarship exploring the significance of positive workplace relationships in shaping employee attitudes.

Place, publisher, year, edition, pages
American Psychological Association (APA), 2024
Keywords
leader-member exchange, job satisfaction, organizational commitment, collegial climate, positive organizational scholarship
National Category
Business Administration
Research subject
Followership and Organizational Resilience
Identifiers
urn:nbn:se:his:diva-23631 (URN)10.1037/mgr0000154 (DOI)001155170300001 ()
Note

Kazemi, Ali (corresponding author). E-mail Addresses ali.kazemi@hv.se

Available from: 2024-02-23 Created: 2024-02-23 Last updated: 2024-02-26Bibliographically approved
Sirris, S. & Andersson, T. (2023). Collegiality as institutional work: Collegial meeting practices among Norwegian pastors. Journal of Professions and Organization, 10(3), 243-255
Open this publication in new window or tab >>Collegiality as institutional work: Collegial meeting practices among Norwegian pastors
2023 (English)In: Journal of Professions and Organization, ISSN 2051-8803, E-ISSN 2051-8811, Vol. 10, no 3, p. 243-255Article in journal (Refereed) Published
Abstract [en]

Collegiality is considered a hallmark of professionalism and involves specialization, equality, and leadership based on profession. Traditionally, within a profession, collegiality is treated as given and dealt with intra-professionally. This article, in contrast, studies collegiality as institutional work within the organizational context. We analyse how professionals and managers in a highly professionalized and institutionalized organization perform collegiality as institutional work. Interview and observational data shed light on collegiality in the practices of pastors in the Church of Norway. The findings highlight collegiality as a cultural ideal and a process of work beyond a mere governance structure. Collegial meetings constitute structural work that signals the intersection of conceptual work (theology) and operational work (daily challenges), facilitated by relational work. This article shows how collegiality constitutes institutional work that not only maintains the pastor profession as an institution but also gradually adapts it in response to external demands and strengthened management.

Place, publisher, year, edition, pages
Oxford University Press, 2023
National Category
Work Sciences Business Administration
Research subject
Followership and Organizational Resilience
Identifiers
urn:nbn:se:his:diva-23272 (URN)10.1093/jpo/joad015 (DOI)001074809300001 ()2-s2.0-85182681460 (Scopus ID)
Note

Published: 28 September 2023

Available from: 2023-10-02 Created: 2023-10-02 Last updated: 2024-02-14Bibliographically approved
Gadolin, C., Andersson, T. & Stockhult, H. (2023). Complexity Leadership in a Public Sector Context: Exploring Adaptive Leadership Practices. Change Management: An International Journal, 23(2), 63-81
Open this publication in new window or tab >>Complexity Leadership in a Public Sector Context: Exploring Adaptive Leadership Practices
2023 (English)In: Change Management: An International Journal, ISSN 2327-798X, E-ISSN 2327-9176, Vol. 23, no 2, p. 63-81Article in journal (Refereed) Published
Abstract [en]

The public sector is becoming increasingly complex. As complexity leadership theory has been formulated in order to understand leadership in such a context, it thus seems appropriate that it should inform public leadership research. However, the applicability of complexity leadership theory and the concomitant adaptive leadership practices have thus far been underexplored empirically in a public sector context. To address this omission, this article uses a qualitative case study to exemplify how adaptive leadership practices may manifest themselves in a public sector context. The article’s findings indicate that adaptive leadership practices that reduce, rather than induce, tension within the dynamics of actors’ interactions may be a more viable route to handle challenges within a public sector context. Future research could beneficially pay greater attention to the public sector context when studying how adaptive leadership practices might manifest themselves in public sector organizations, as well as when assessing the merits of complexity leadership theory in informing public leadership.

Place, publisher, year, edition, pages
Common Ground Research Networks, 2023
Keywords
Adaptive Leadership, Complexity Leadership, Public Sector, Public Sector Organizations
National Category
Business Administration Public Administration Studies
Research subject
Followership and Organizational Resilience
Identifiers
urn:nbn:se:his:diva-23367 (URN)10.18848/2327-798x/cgp/v23i02/63-81 (DOI)2-s2.0-85175969095 (Scopus ID)
Available from: 2023-11-17 Created: 2023-11-17 Last updated: 2023-11-17Bibliographically approved
Boers, B. & Andersson, T. (2023). Family members as hybrid owner-managers in family-owned newspaper companies: handling multiple institutional logics. Journal of Family Business Management, 13(2), 523-543
Open this publication in new window or tab >>Family members as hybrid owner-managers in family-owned newspaper companies: handling multiple institutional logics
2023 (English)In: Journal of Family Business Management, ISSN 2043-6238, E-ISSN 2043-6246, Vol. 13, no 2, p. 523-543Article in journal (Refereed) Published
Abstract [en]

Purpose

This article aims to increase the understanding of the role of individual actors and arenas in dealing with multiple institutional logics in family firms.Design/methodology/approachThis study follows a case-study approach of two family-owned newspaper companies. Based on interviews and secondary sources, the empirical material was analysed focussing on three institutional logics, that is, family logic, management logic and journalistic logic.

Findings

First, the authors show how and in which arenas competing logics are balanced in family-owned newspaper companies. Second, the authors highlight that family owners are central actors in the process of balancing different institutional logics. Further, they analyse how family members can become hybrid owner-managers, meaning that they have access to all institutional logics and become central actors in the balancing process.

Originality/value

The authors reveal how multiple institutional logics are balanced in family firms by including formal actors and arenas as additional lenses. Therefore, owning family members, especially hybrid owner-managers, are the best-suited individual actors to balance competing logics. Hybrid owner-managers are members of the owner families who are also skilled in one or several professions.  

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2023
Keywords
Institutional logics, Family firms, Hybrid owner manager, Formal arenas, Journalistic logic
National Category
Business Administration
Research subject
Strategic Entrepreneurship; Followership and Organizational Resilience
Identifiers
urn:nbn:se:his:diva-20803 (URN)10.1108/JFBM-06-2021-0065 (DOI)000731612300001 ()2-s2.0-85121456767 (Scopus ID)
Note

CC BY 4.0

Börje Boers is the corresponding author and can be contacted at: borje.boers@his.se

Article publication date: 21 December 

Available from: 2021-12-20 Created: 2021-12-20 Last updated: 2023-06-02Bibliographically approved
Andersson, T. (2023). Professioner, NPM, ansvar och tillit – vad är problemet och vad är lösningen?. In: Lisa Björk; Stefan Tengblad (Ed.), Tillförlitlig styrning och organisering av välfärden: (pp. 40-57). Stockholm: SNS förlag
Open this publication in new window or tab >>Professioner, NPM, ansvar och tillit – vad är problemet och vad är lösningen?
2023 (Swedish)In: Tillförlitlig styrning och organisering av välfärden / [ed] Lisa Björk; Stefan Tengblad, Stockholm: SNS förlag, 2023, p. 40-57Chapter in book (Refereed)
Abstract [sv]

Tillitsdelegationens arbete har varit viktigt genom att det har fört upp tillit på agendan i offentliga organisationer. Men tillit är ingen styrform. Däremot är tillit en av många viktiga aspekter att ta hänsyn till när det gäller styrning och ledning av offentliga verksamheter. Det här kapitlet är ett försök att ta tillbaka tillit som begrepp och visa hur vi kan förstå tillit som fenomen.

Den inledande delen av kapitlet beskriver vikten av att inte använda etiketten New Public Management (NPM) svepande för att beskriva de problem som tillit ska vara lösningen på, utan i stället se NPM som en institutionaliserad del av offentlig verksamhet som vi behöver förstå för att också bättre förstå förutsättningarna för tillit i offentliga organisationer. Kapitlet går sedan vidare med att beskriva en viktig aspekt av många offentliga organisationer – dess professioner. Tillitsdelegationens texter präglas av en stor tillit till just professionerna, den bilden nyanseras här. Avslutningsvis beskrivs två möjliga vägar framåt. Den ena bygger på en mer relationsorienterad professionalism och den andra bygger på ett utvecklat medarbetarskap. Gemensamt för dem är att de fokuserar på vad som kan skapa goda förutsättningar för tillit i offentliga verksamheter, där tonvikten ligger på samarbetsorienterade relationer snarare än stort handlingsutrymme och självstyre.

Place, publisher, year, edition, pages
Stockholm: SNS förlag, 2023
Keywords
Tillit, Organisering, Tillförlitlig, Ledning, Styrning, Ledarskap
National Category
Business Administration
Research subject
Followership and Organizational Resilience
Identifiers
urn:nbn:se:his:diva-22243 (URN)978-91-89754-00-3 (ISBN)
Available from: 2023-02-07 Created: 2023-02-07 Last updated: 2023-05-03Bibliographically approved
Eriksson, E. & Andersson, T. (2023). The ‘service turn’ in a new public management context: a street-level bureaucrat perspective. Public Management Review
Open this publication in new window or tab >>The ‘service turn’ in a new public management context: a street-level bureaucrat perspective
2023 (English)In: Public Management Review, ISSN 1471-9037, E-ISSN 1471-9045Article in journal (Refereed) Epub ahead of print
Abstract [en]

It is increasingly argued that public management should build on a service logic instead of the prevailing manufacturing logic of New Public Management (NPM). Drawing from three cases in Swedish public healthcare, key features of a service logic such as value creation, co-production, and collaboration are prominent in formal documents and everyday talk. However, the 67 interviews in this study reveal that the service logic ideal is practically unreachable in a context impregnated by NPM. Instead, we suggest that street-level bureaucrats often need to address service logic expectations (public values, relationship-building, etc.) using an NPM logic (measurements, control, etc.). 

Place, publisher, year, edition, pages
Taylor & Francis Group, 2023
Keywords
healthcare, new public management, Public service logic, Sweden
National Category
Business Administration Public Administration Studies
Research subject
Followership and Organizational Resilience
Identifiers
urn:nbn:se:his:diva-23108 (URN)10.1080/14719037.2023.2241051 (DOI)001039610600001 ()2-s2.0-85166770048 (Scopus ID)
Note

CC BY 4.0

© 2023 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group.

Taylor & Francis Group an informa business

Correspondence Address: E. Eriksson; Department of Work Life and Social Welfare, University of Borås, Borås, Sweden; email: erik.eriksson@hb.se

Available from: 2023-08-17 Created: 2023-08-17 Last updated: 2023-12-19Bibliographically approved
Pistone, I., Andersson, T. & Sager, M. (2023). We Need to Talk about Knowledge! Rethinking Management and Evidence-Based Practice in Welfare. Scandinavian Journal of Public Administration, 27(3), 37-56
Open this publication in new window or tab >>We Need to Talk about Knowledge! Rethinking Management and Evidence-Based Practice in Welfare
2023 (English)In: Scandinavian Journal of Public Administration, ISSN 2001-7405, E-ISSN 2001-7413, Vol. 27, no 3, p. 37-56Article in journal (Refereed) Published
Abstract [en]

New Public Management (NPM) and Evidence-Based Practice (EBP) are two fundamental concepts within welfare professions. Both NPM and EBP are central to many debates within welfare, and often criticised as posing simplified or positivist approaches to management and knowledge utilization. Epistemologically, both are manifestations of modernity, with its emphases on standardization, control, simple causality and measurability. These epistemological similarities have not been explored as potential doorways for making modifications to NPM and EBP. The purpose of this paper is to contribute to new ways of thinking and doing management and EBP of complex welfare issues by increasing the epistemological understanding of these concepts. NPM and EBP are taken here as subjects for joint conceptual analysis. The paper is guided by the following question: What is an appropriate epistemology for professionals involved in EBP and managing? Literature on NPM and EBP are analyzed together with theoretical insights from scholarship on formalization and heterogeneity of expertise, and analyzed in light of empirical examples taken from a case of a subregional social sustainability/public health initiative. Drawing on the development of post-NPM and more complex versions of EBP, the paper ends by introducing the notion post-EBP, and concludes by outlining some implications of this concept for the working professions. 

Place, publisher, year, edition, pages
University of Gothenburg School of Public Administration, 2023
Keywords
epistemology, evidence-based practice, new public management, post-NPM, science and technology studies, welfare
National Category
Business Administration
Research subject
Followership and Organizational Resilience
Identifiers
urn:nbn:se:his:diva-23329 (URN)10.58235/sjpa.v27i3.14164 (DOI)2-s2.0-85173827925 (Scopus ID)
Note

CC BY-NC-ND 4.0 DEED

© 2023 Isabella Pistone, Thomas Andersson, Morten Seger and School of Public Administration

Available from: 2023-10-26 Created: 2023-10-26 Last updated: 2023-10-30Bibliographically approved
Kanon, M. & Andersson, T. (2023). Working on connective professionalism: What cross-sector strategists in Swedish public organizations do to develop connectivity in addressing ‘wicked’ policy problems. Journal of Professions and Organization, 10(1), 50-64
Open this publication in new window or tab >>Working on connective professionalism: What cross-sector strategists in Swedish public organizations do to develop connectivity in addressing ‘wicked’ policy problems
2023 (English)In: Journal of Professions and Organization, ISSN 2051-8803, E-ISSN 2051-8811, Vol. 10, no 1, p. 50-64Article in journal (Refereed) Published
Abstract [en]

In light of current debates on ‘protective’ and ‘connective’ professionalism, this article explores a new type of occupational position that is emerging within the Swedish public sector: the cross-sector strategist. The growing presence of this intermediary occupational position is seen as attempts to formalize and institutionalize the imprecise roles and governance of ‘wicked’ policy problems, and the job of these strategists is focused on supporting other jurisdictions to meet and act. By pursuing connective strategies in the form of triggering, selling, bridging, brokering, and forming accountabilities, cross-sector strategists seek to establish embedded workspaces where strategic action and decisions can be produced jointly and across jurisdictional boundaries. The study illustrates how calls for changes in professional action towards connectivity are now part of the formal organizational structure of public sector organizations, confirming the incapability of professional actors to connect in the absence of intermediary support functions. In the concluding discussion, we consider the relevance of ‘connective professionalism’ as a descriptive theoretical device applied to work settings understood as increasingly complex and interdependent, with calls for inter-professional collaboration and intensifying engagement in preventing problems rather than simply treating them.

Place, publisher, year, edition, pages
Oxford University Press, 2023
Keywords
connective professionalism, intermediary occupation, professions, occupations, relational, social sustainability
National Category
Public Administration Studies Business Administration
Research subject
Followership and Organizational Resilience
Identifiers
urn:nbn:se:his:diva-22258 (URN)10.1093/jpo/joac020 (DOI)000932704500001 ()2-s2.0-85161959219 (Scopus ID)
Funder
The Jan Wallander and Tom Hedelius Foundation, P20-0216
Note

CC BY 4.0

Published: 11 February 2023

Corresponding author: Email: miranda.kanon@his.se

This article received funding from Jan Wallanders och Tom Hedelius stiftelse (Grant no P20-0216).

Available from: 2023-02-13 Created: 2023-02-13 Last updated: 2023-07-06Bibliographically approved
Andersson, T., Eriksson, N. & Müllern, T. (2022). Clinicians' psychological empowerment to engage in management as part of their daily work. Journal of Health Organization & Management, 36(9), 272-287
Open this publication in new window or tab >>Clinicians' psychological empowerment to engage in management as part of their daily work
2022 (English)In: Journal of Health Organization & Management, ISSN 1477-7266, E-ISSN 1758-7247, Vol. 36, no 9, p. 272-287Article in journal (Refereed) Published
Abstract [en]

Purpose: The purpose of the article is to analyze how physicians and nurses, as the two major health care professions, experience psychological empowerment for managerial work. Design/methodology/approach: The study was designed as a qualitative interview study at four primary care centers (PCCs) in Sweden. In total, 47 interviews were conducted, mainly with physicians and nurses. The first inductive analysis led us to the concept of psychological empowerment, which was used in the next deductive step of the analysis. Findings: The study showed that both professions experienced self-determination for managerial work, but that nurses were more dependent on structural empowerment. Nurses experienced that they had competence for managerial work, whereas physicians were more ignorant of such competence. Nurses used managerial work to create impact on the conditions for their clinical work, whereas physicians experienced impact independently. Both nurses and physicians experienced managerial work as meaningful, but less meaningful than nurses and physicians' clinical work. Practical implications: For an effective health care system, structural changes in terms of positions, roles, and responsibilities can be an important route for especially nurses' psychological empowerment. Originality/value: The qualitative method provided a complementary understanding of psychological empowerment on how psychological empowerment interacted with other factors. One such aspect was nurses' higher dependence on structural empowerment, but the most important aspect was that both physicians and nurses experienced that managerial work was less meaningful than clinical work. This implies that psychological empowerment for managerial work may only make a difference if psychological empowerment does not compete with physicians' and nurses' clinical work. 

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2022
Keywords
article, doctor nurse relation, empowerment, health care system, human, interview, nurse, occupation, physician, primary medical care, qualitative analysis, responsibility, Sweden, Integration, Managerial work, Psychological empowerment
National Category
Health Care Service and Management, Health Policy and Services and Health Economy Medical Ethics Work Sciences Business Administration
Research subject
Followership and Organizational Resilience
Identifiers
urn:nbn:se:his:diva-21975 (URN)10.1108/JHOM-08-2021-0300 (DOI)000866985700001 ()36227745 (PubMedID)2-s2.0-85139629177 (Scopus ID)
Funder
Forte, Swedish Research Council for Health, Working Life and Welfare, 2017-02171Forte, Swedish Research Council for Health, Working Life and Welfare, 2017-01366
Note

CC BY 4.0

© 2022, Thomas Andersson, Nomie Eriksson and Tomas Müllern.

Corresponding author Thomas Andersson can be contacted at: thomas.andersson@his.se

Conflicts of interest and source of funding: There are no conflicts of interest to declare for any of theauthors. Research was funded by Forte research grant no. 2017-02171. Funding: This study was funded by Forte - Forskningsradet för hälsa, arbetsliv och välfärd under award number 2017-01366.

Available from: 2022-10-20 Created: 2022-10-20 Last updated: 2023-07-06Bibliographically approved
Andersson, T. (2022). If It Is Complex, Let It Be Complex - Dealing With Institutional Complexity in Hospitals: Comment on "Dual Agency in Hospitals: What Strategies Do Managers and Physicians Apply to Reconcile Dilemmas Between Clinical and Economic Considerations?" [Letter to the editor]. International Journal of Health Policy and Management, 11(10), 2346-2348
Open this publication in new window or tab >>If It Is Complex, Let It Be Complex - Dealing With Institutional Complexity in Hospitals: Comment on "Dual Agency in Hospitals: What Strategies Do Managers and Physicians Apply to Reconcile Dilemmas Between Clinical and Economic Considerations?"
2022 (English)In: International Journal of Health Policy and Management, ISSN 2322-5939, E-ISSN 2322-5939, Vol. 11, no 10, p. 2346-2348Article in journal, Letter (Refereed) Published
Abstract [en]

Waitzberg and colleagues identified strategies that managers and physicians in hospitals apply to reconcile dilemmas between clinical and economic considerations. Contributions that actually acknowledge the institutional complexity of hospitals and describe how to deal with it are rare. This comment explains the reason behind the institutional complexity in healthcare organizations and argues that institutional complexity is a good foundation for a well-functioning and sustainable healthcare, as long as we are able to deal with this complexity. This point underscores the importance of their contribution. However, even if the identified strategies on how to reconcile and balance different, competing demands are important, they are not easy to apply in practice. First, the strategies require frequent and high-quality interaction between different actors adhering to different institutional logics. Second, even when the strategies are applied successfully, it is difficult to make them sustainable since they rest on a fragile balance between competing logics. However, these are important avenues for future research for researchers who want to follow the route of Waitzberg and colleagues.

Place, publisher, year, edition, pages
Kerman University of Medical Sciences, 2022
Keywords
Balancing, Complexity, Hospital, Institutional Logics, Manager, Professional
National Category
Business Administration
Research subject
Followership and Organizational Resilience
Identifiers
urn:nbn:se:his:diva-21004 (URN)10.34172/ijhpm.2022.6922 (DOI)000762227700001 ()35279038 (PubMedID)2-s2.0-85139713483 (Scopus ID)
Note

CC BY 4.0

ePublished: 9 March 2022

Available from: 2022-03-25 Created: 2022-03-25 Last updated: 2022-11-18Bibliographically approved
Projects
Reward systems in Swedish worklife - crash or encounter between American and Swedish management [2010-00970_Forte]; University of SkövdeThe improvement worker in healthcare development work: identity and competing logics [2015-00822_Forte]; University of SkövdeThe innovation system for a hospital - understanding opportunities and difficulties for hospital care innovation [2019-03018_Vinnova]; University of Skövde; Publications
Linnéusson, G., Andersson, T., Kjellsdotter, A. & Holmén, M. (2022). Using systems thinking to increase understanding of the innovation system of healthcare organisations. Journal of Health Organization & Management, 36(9), 179-195
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0002-1989-2745

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