his.sePublications
Change search
Refine search result
1 - 2 of 2
CiteExportLink to result list
Permanent link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Rows per page
  • 5
  • 10
  • 20
  • 50
  • 100
  • 250
Sort
  • Standard (Relevance)
  • Author A-Ö
  • Author Ö-A
  • Title A-Ö
  • Title Ö-A
  • Publication type A-Ö
  • Publication type Ö-A
  • Issued (Oldest first)
  • Issued (Newest first)
  • Created (Oldest first)
  • Created (Newest first)
  • Last updated (Oldest first)
  • Last updated (Newest first)
  • Disputation date (earliest first)
  • Disputation date (latest first)
  • Standard (Relevance)
  • Author A-Ö
  • Author Ö-A
  • Title A-Ö
  • Title Ö-A
  • Publication type A-Ö
  • Publication type Ö-A
  • Issued (Oldest first)
  • Issued (Newest first)
  • Created (Oldest first)
  • Created (Newest first)
  • Last updated (Oldest first)
  • Last updated (Newest first)
  • Disputation date (earliest first)
  • Disputation date (latest first)
Select
The maximal number of hits you can export is 250. When you want to export more records please use the Create feeds function.
  • 1.
    Andersson, Thomas
    et al.
    University of Skövde, School of Technology and Society.
    Liff, Roy
    Gothenburg Research Institute, Göteborg, Sweden.
    Multiprofessional Cooperation and Accountability Pressures: Consequences of a post-new public management concept in a new public management context2012In: Public Management Review, ISSN 1471-9037, E-ISSN 1471-9045, Vol. 14, no 6, p. 835-855Article in journal (Refereed)
    Abstract [en]

    This article examines how multiprofessional healthcare teams, working as a post-New Public Management (post-NPM) reform, respond to accountability pressure resulting from the implementation of NPM reforms. The team members use three strategies to respond to this pressure: responsibility avoiding that results in conflict; responsibility ignoring that results in parallel work and responsibility sharing that results in cooperation. Depending on how the professionals respond to different contextual factors, the choice of strategies can either foster or inhibit cooperation in multiprofessional teams. Achieving holistic patient care is threatened when accountability pressure increases for teams that have not yet developed their internal routines of cooperation.

  • 2.
    Eriksson, Erik
    et al.
    Department of Technology Management and Economics, Centre for Healthcare Improvement, Chalmers University of Technology, Gothenburg, Sweden.
    Andersson, Thomas
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future. Department of Technology Management and Economics, Centre for Healthcare Improvement, Chalmers University of Technology, Gothenburg, Sweden.
    Hellström, Andreas
    Department of Technology Management and Economics, Centre for Healthcare Improvement, Chalmers University of Technology, Gothenburg, Sweden.
    Gadolin, Christian
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future. Department of Technology Management and Economics, Centre for Healthcare Improvement, Chalmers University of Technology, Gothenburg, Sweden.
    Lifvergren, Svante
    Department of Technology Management and Economics, Centre for Healthcare Improvement, Chalmers University of Technology, Gothenburg, Sweden.
    Collaborative Public Management: Coordinated Value Propositions among Public Service Organisations2019In: Public Management Review, ISSN 1471-9037, E-ISSN 1471-9045Article in journal (Refereed)
    Abstract [en]

    Drawing from collaborative public management, this article seeks to contribute topublic service logic by focusing on what precedes the public service user’s realizationof value: the value proposition. A new care model for elderly people with multiplechronic diseases shows that coordinators with an inter-organizational mission, ver-tical and horizontal supporting structures, trust established through relationships,and recognition of service systems’embeddedness in social systems are pivotal forthe ability of public service organizations to develop coordinated value propositions.The contribution to policy and practice is an increased understanding of a coherent,rather than fragmented, welfare system for users/citizens.

1 - 2 of 2
CiteExportLink to result list
Permanent link
Cite
Citation style
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf