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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
Andersson, T., Stockhult, H. & Tengblad, S. (2021). Strategies for co-workership retention. Human Resource Development International, 24(4), 425-445
Open this publication in new window or tab >>Strategies for co-workership retention
2021 (English)In: Human Resource Development International, ISSN 1367-8868, E-ISSN 1469-8374, Vol. 24, no 4, p. 425-445Article in journal (Refereed) Published
Abstract [en]

Co-workership is a Scandinavian working life concept that is based on post-bureaucratic organizing, the cornerstones of which are decentralization and a vision of responsible individual autonomy and participation. Research has shown positive results from implementing/developing co-workership in organizations; however, in terms of the post-bureaucratic character of the concept, it might be more challenging to retain positive results than to succeed with short-term development and implementation. This study aimed to describe and analyse the retention of co-workership. A qualitative case study based on interviews and observations was conducted at an elderly care unit that had attracted a lot of attention for its organizational development, largely due to co-workership. The present study focused on retention of the active co-workership that the former development had resulted in. Four main challenges were identified as central to co-workership retention. The paper contributes to the scientific community concerning retention of organizational development efforts, particularly by emphasizing the concept of co-workership retention, which is crucial for producing excellent operational performance over extended periods of time.

Place, publisher, year, edition, pages
Taylor & Francis, 2021
Keywords
Co-workership, medarbetarskap, leadership, elderly care, retention, post-bureaucratic organization
National Category
Business Administration
Research subject
Followership and Organizational Resilience
Identifiers
urn:nbn:se:his:diva-19224 (URN)10.1080/13678868.2020.1840845 (DOI)000587780500001 ()2-s2.0-85094914554 (Scopus ID)
Note

CC BY-NC-ND 4.0

Published online: 01 Nov 2020

Routledge (Taylor & Francis Group)

Available from: 2020-11-04 Created: 2020-11-04 Last updated: 2021-09-22Bibliographically approved
Andersson, T., Crevani, L., Eriksson-Zetterquist, U. & Tengblad, S. (2020). Chefskap, ledarskap och medarbetarskap (1ed.). Lund: Studentlitteratur AB
Open this publication in new window or tab >>Chefskap, ledarskap och medarbetarskap
2020 (Swedish)Book (Other academic)
Place, publisher, year, edition, pages
Lund: Studentlitteratur AB, 2020. p. 373 Edition: 1
Keywords
Chefskap, ledarskap, medarbetarskap
National Category
Business Administration
Research subject
Followership and Organizational Resilience
Identifiers
urn:nbn:se:his:diva-19199 (URN)978-91-44-11189-6 (ISBN)
Available from: 2020-10-21 Created: 2020-10-21 Last updated: 2021-01-28Bibliographically approved
Andersson, T., Cäker, M., Tengblad, S. & Wickelgren, M. (2019). Building traits for organizational resilience through balancing organizational structures. Scandinavian Journal of Management, 35(1), 36-45
Open this publication in new window or tab >>Building traits for organizational resilience through balancing organizational structures
2019 (English)In: Scandinavian Journal of Management, ISSN 0956-5221, E-ISSN 1873-3387, Vol. 35, no 1, p. 36-45Article in journal (Refereed) Published
Abstract [en]

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. 

Place, publisher, year, edition, pages
Elsevier, 2019
Keywords
balancing, decentralization, organizational resilience, organizational structure, risk awareness
National Category
Business Administration
Research subject
Followership and Organizational Resilience
Identifiers
urn:nbn:se:his:diva-16593 (URN)10.1016/j.scaman.2019.01.001 (DOI)000461263700004 ()2-s2.0-85060316460 (Scopus ID)
Available from: 2019-02-04 Created: 2019-02-04 Last updated: 2019-04-23Bibliographically approved
Oudhuis, M. & Tengblad, S. (2019). Vinnande ledarskap: Att organisera för topprestation inom idrottsklubbar. Stockholm: Bookhouse
Open this publication in new window or tab >>Vinnande ledarskap: Att organisera för topprestation inom idrottsklubbar
2019 (Swedish)Book (Other academic)
Place, publisher, year, edition, pages
Stockholm: Bookhouse, 2019. p. 241
National Category
Business Administration Sport and Fitness Sciences
Research subject
Followership and Organizational Resilience
Identifiers
urn:nbn:se:his:diva-16925 (URN)978-91-88869-49-4 (ISBN)
Note

Kapitel 4 författat av Anna Jonsson och Urban Nordh. Kapitel 5 författat av Håkan Mild och Andreas Herngren. Oudhuis och Tengblad har författat övriga kapitel samt fungerat som redaktörer.

Available from: 2019-05-29 Created: 2019-05-29 Last updated: 2019-08-20Bibliographically approved
Tengblad, S. (2018). A resource-based model of organizational resilience. In: Stefan Tengblad, Margareta Oudhuis (Ed.), The Resilience Framework: Organizing for Sustained Viability (pp. 39-54). Singapore: Springer
Open this publication in new window or tab >>A resource-based model of organizational resilience
2018 (English)In: The Resilience Framework: Organizing for Sustained Viability / [ed] Stefan Tengblad, Margareta Oudhuis, Singapore: Springer, 2018, p. 39-54Chapter in book (Refereed)
Abstract [en]

This chapter presents a three-dimensional resource-based model of organizational resilience. The first dimension is financial resources, i.e. economic assets, earnings capacity and intangibilities. The second dimension is technical resources which include products, services, production and supply chains as well as know-how in areas such as innovation, information systems, management of human resources and commerce. The third and final dimension is social resources which relate to various kinds of relations to stakeholders: employees, customers, suppliers, owners, creditors, etc. The importance of a constructive followership is stressed. In the end of the chapter, it is discussed how these three dimensions interact with each other. Therefore it is a need of taking a holistic perspective in decision-making and the ability to act swift, agile and imaginatively for preventing crises and to exploit opportunities.

Place, publisher, year, edition, pages
Singapore: Springer, 2018
Series
Work, Organization, and Employment, ISSN 2520-8837, E-ISSN 2520-8845
National Category
Social Sciences Business Administration
Research subject
Followership and Organizational Resilience
Identifiers
urn:nbn:se:his:diva-14658 (URN)10.1007/978-981-10-5314-6_3 (DOI)978-981-10-5313-9 (ISBN)978-981-10-5314-6 (ISBN)
Available from: 2018-01-17 Created: 2018-01-17 Last updated: 2018-04-25Bibliographically approved
Oudhuis, M. & Tengblad, S. (2018). Att hantera höga och komplexa krav: Lärdomar från elitidrottsledare (1ed.). In: Anna Cregård, Erik Berntson, Stefan Tengblad (Ed.), Att leda i en komplex organisation: Utmaningar och nya perspektiv för chefer i offentlig verksamhet (pp. 83-100). Stockholm: Natur och kultur
Open this publication in new window or tab >>Att hantera höga och komplexa krav: Lärdomar från elitidrottsledare
2018 (Swedish)In: Att leda i en komplex organisation: Utmaningar och nya perspektiv för chefer i offentlig verksamhet / [ed] Anna Cregård, Erik Berntson, Stefan Tengblad, Stockholm: Natur och kultur, 2018, 1, p. 83-100Chapter in book (Other academic)
Place, publisher, year, edition, pages
Stockholm: Natur och kultur, 2018 Edition: 1
National Category
Social Sciences Business Administration
Research subject
Followership and Organizational Resilience
Identifiers
urn:nbn:se:his:diva-15071 (URN)978-91-27-82254-2 (ISBN)978-91-27-82429-4 (ISBN)
Available from: 2018-04-17 Created: 2018-04-17 Last updated: 2019-09-30Bibliographically approved
Cregård, A., Berntson, E. & Tengblad, S. (Eds.). (2018). Att leda i en komplex organisation: Utmaningar och nya perspektiv för chefer i offentlig verksamhet (1ed.). Stockholm: Natur och kultur
Open this publication in new window or tab >>Att leda i en komplex organisation: Utmaningar och nya perspektiv för chefer i offentlig verksamhet
2018 (Swedish)Collection (editor) (Other academic)
Place, publisher, year, edition, pages
Stockholm: Natur och kultur, 2018. p. 219 Edition: 1
National Category
Public Administration Studies
Research subject
Followership and Organizational Resilience
Identifiers
urn:nbn:se:his:diva-15070 (URN)978-91-27-82254-2 (ISBN)978-91-27-82429-4 (ISBN)
Available from: 2018-04-17 Created: 2018-04-17 Last updated: 2021-08-04Bibliographically approved
Oudhuis, M. & Tengblad, S. (2018). BP and Deepwater Horizon: A catastrophe from a resilience perspective. In: Stefan Tengblad, Margareta Oudhuis (Ed.), The Resilience Framework: Organizing for Sustained Viability (pp. 71-87). Singapore: Springer
Open this publication in new window or tab >>BP and Deepwater Horizon: A catastrophe from a resilience perspective
2018 (English)In: The Resilience Framework: Organizing for Sustained Viability / [ed] Stefan Tengblad, Margareta Oudhuis, Singapore: Springer, 2018, p. 71-87Chapter in book (Refereed)
Abstract [en]

The chapter summarizes the BP-Deepwater Horizon accident 2010 in the Mexican Gulf, which caused 11 deaths and the largest oil spill in history. The chapter builds on secondary sources and a resilience analysis is made using the theoretical framework developed in the book. It is described what the main causes of the accident were and the events that took place before, under and after the

accident. The resilience analysis clearly shows that maintaining time limits and budget was made at the expense of reliability and safety, and that unnecessary risks were taken in order to improve project economy. The end results were one of the most costly human made disasters in the history (over 50 billion USD).

Place, publisher, year, edition, pages
Singapore: Springer, 2018
Series
Work, Organization, and Employment, ISSN 2520-8837, E-ISSN 2520-8845
Keywords
British Petroleum (BP), The BP-Deepwater Horizon, Oil Spill, Resilience analysis, Oil exploration, Risk management
National Category
Social Sciences Business Administration
Research subject
Followership and Organizational Resilience
Identifiers
urn:nbn:se:his:diva-14662 (URN)10.1007/978-981-10-5314-6_5 (DOI)978-981-10-5314-6 (ISBN)978-981-10-5313-9 (ISBN)
Available from: 2018-01-17 Created: 2018-01-17 Last updated: 2018-04-25Bibliographically approved
Tengblad, S. & Oudhuis, M. (2018). Conclusions: The resilience framework summarised. In: Stefan Tengblad, Margareta Oudhuis (Ed.), The Resilience Framework: Organizing for Sustained Viability (pp. 233-248). Singapore: Springer
Open this publication in new window or tab >>Conclusions: The resilience framework summarised
2018 (English)In: The Resilience Framework: Organizing for Sustained Viability / [ed] Stefan Tengblad, Margareta Oudhuis, Singapore: Springer, 2018, p. 233-248Chapter in book (Refereed)
Abstract [en]

A central claim in the chapter is that organizational resilience is not only a capability but also a philosophy of how organizations can manage surprises and face adverse, complex and uncertain environments in responsible and proactive ways, often even before crises occur. The chapter presents a holistic framework that analyses resilience from different perspectives: 1) as traits, 2) as processes, 3) as resources 4) as capabilities and 5) as prime sources. Furthermore, the main results from the book are summarized in seven main conclusions: 1) the changeable nature of the concept, 2) the multifaceted nature of the concept, 3) the importance of stakeholder interactions, 4) the relation between economies of scale, standardization and flexibility, 5) the importance of high reliability and 6) of local conditions and 7) that resilience is created by combining reliability, efficiency and change capacity.

Place, publisher, year, edition, pages
Singapore: Springer, 2018
Series
Work, Organization, and Employment, ISSN 2520-8837, E-ISSN 2520-8845
Keywords
Organizational resilience, Standardization, High-reliability organizations, Flexibility
National Category
Social Sciences Business Administration
Research subject
Followership and Organizational Resilience
Identifiers
urn:nbn:se:his:diva-14663 (URN)10.1007/978-981-10-5314-6_14 (DOI)978-981-10-5314-6 (ISBN)978-981-10-5313-9 (ISBN)
Available from: 2018-01-17 Created: 2018-01-17 Last updated: 2019-11-08Bibliographically approved
Projects
Management in Sweden: An issue abou relations and responsibility [2010-01198_Vinnova]; University of SkövdeScandinavian work organization and leadership in a globalized world: Marginalization, viability or hybridization? [2015-00435_Forte]; University of Skövde
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0001-8136-4233

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