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  • 1.
    Alvehus, Johan
    et al.
    Lunds universitet.
    Andersson, Thomas
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future.
    A New Professional Landscape: Entangled Institutional Logics in Two Swedish Welfare Professions2018In: Nordic Journal of Working Life Studies, ISSN 2245-0157, E-ISSN 2245-0157, Vol. 8, no 3, p. 91-109Article in journal (Refereed)
    Abstract [en]

    Previous research has made three parallel but incompatible observations on the contemporary development of welfare professions: loss of professional autonomy, hybridization, and maintained autonomy.  Yet,  research  providing  contextual  understanding  of  the  simultaneous  occurrence  of  these three observations is lacking. The aim of this theoretical paper is to identify and explain seemingly  contradictory  coexisting  features  of  modern  welfare  professions  through  a  compre-hensive reading of current literature on the health care and teaching professions in Sweden. The literature  has  demonstrated  entangled  institutional  logics,  in  which  simultaneous  but  differing  effects occur, thereby developing a new professional landscape.

  • 2.
    Alvehus, Johan
    et al.
    Lunds universitet.
    Andersson, Thomas
    University of Skövde, Enterprises for the Future. University of Skövde, School of Business.
    STYRNING OCH PROFESSIONELLT INFLYTANDE I OFFENTLIGA ORGANISATIONER2017Report (Other academic)
  • 3.
    Andersson, Thomas
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future.
    Att leda genom medarbetarskap2016In: Organisation & Samhälle, ISSN 2001-9114, no 2, p. 44-47Article in journal (Other academic)
    Abstract [sv]

    Genom att ge medarbetarna förtroende och uppmuntra ansvars- och initiativtagande är det möjligt att bryta den passivitet som detaljerade regler och standardisering ofta medför.

  • 4.
    Andersson, Thomas
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future.
    Att leda genom medarbetarskap i vården2018In: Cancervården, ISSN 1401-6583, no 1, p. 16-17Article in journal (Other (popular science, discussion, etc.))
  • 5.
    Andersson, Thomas
    University of Skövde, Department of Industrial Management.
    Change of management control discourse: a result of dominating management ideologies2003In: Conradi research review, ISSN 1459-0980, Vol. 3, no 1, p. 4-15Article in journal (Refereed)
    Abstract [en]

    Barley & Kunda (1992) state that the development of managerial discourse is best understood as the result of different dominating ideologies. The argument is that the managerial discourse has developed in waves that have alternated between rational and normative rhetoric. According to the ideology of rational control the manager should manage on basis of expertise. Centralised ecision-making and specialization are therefore desirable. In the ideology of normative control influencing the subordinate's attitudes, satisfaction and beliefs are given preference. The manager should be a leader who sets the goals, which the subordinates are responsible for reaching. During the period 1955 - 1980 the ideology that dominated management was rational control and from 1980 management has been dominated by an ideology of normative control. As management control is a management activity, it is assumable that management control discourse would develop in a similar way. This pilot study shows a change from rhetoric of rationalism to normative rhetoric. Furthermore, as management control is based on rational assumptions, the concept have rhetorically been broadened to include organization culture and HRM, perhaps as a means "to survive" in a dominating managerial ideology of normative control

  • 6.
    Andersson, Thomas
    University of Skövde, School of Technology and Society.
    Discourse and culture as identity resources and resistances: Professional workers becoming managers2006In: Organizational Discourse: Identity, Ideology and Idiosyncrasy: the proceedings of the 7th biennial conference, held at the Vrije Universiteit, Amsterdam, on 26th to 28th July 2006 / [ed] Armin Beverungen, Cliff Oswick, Ida Sabelis, 2006Conference paper (Refereed)
  • 7.
    Andersson, Thomas
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future.
    Followership: An important social resource for organizational resilience2018In: The Resilience Framework: Organizing for sustained viability / [ed] Stefan Tengblad, Margareta Oudhuis, Singapore: Springer, 2018, p. 147-162Chapter in book (Refereed)
  • 8.
    Andersson, Thomas
    University of Skövde, School of Technology and Society.
    From worker identity to co-worker identity - Possibilities and challenges in a post-bureaucratic era2007Conference paper (Refereed)
  • 9.
    Andersson, Thomas
    University of Skövde, School of Technology and Society.
    Förtroende för sig själv: En studie av chefers självförtroende2006In: Värdet av förtroende, Lund: Studentlitteratur, 2006, 1, p. 287-309Chapter in book (Other academic)
  • 10.
    Andersson, Thomas
    University of Skövde, School of Technology and Society.
    Förutsättningar för förbättringsarbete i vården2013In: Att utveckla vården: Erfarenheter av kvalitet, verksamhetsutveckling och förbättringsarbete / [ed] Nomie Eriksson, Kajsa-Mia Holgers, Tomas Müllern, Lund: Studentlitteratur, 2013, 1, p. 121-142Chapter in book (Refereed)
  • 11.
    Andersson, Thomas
    University of Skövde, School of Technology and Society.
    Identity work and identity regulation in managers' personal development training2008Report (Refereed)
  • 12.
    Andersson, Thomas
    University of Skövde, School of Technology and Society.
    Introspective Management Training: Personal or organizational development?2004In: 2nd International Conference on Computer Information Systems and Industrial Management Applications, 2004, p. 187-196Conference paper (Other academic)
  • 13.
    Andersson, Thomas
    University of Skövde, School of Humanities and Informatics.
    Managerial self-knowledge in conducting management2004In: EURAM 2004 European Academy of Management 4th Annual Conference, 2004Conference paper (Other academic)
  • 14.
    Andersson, Thomas
    University of Skövde, School of Technology and Society.
    Managers' Identity Work - Struggle, talk and practice2006Conference paper (Refereed)
  • 15.
    Andersson, Thomas
    University of Skövde, School of Technology and Society.
    Managers' identity work: experiences from introspective management training2005Doctoral thesis, monograph (Other scientific)
    Abstract [en]

    The study takes its point of departure in the complex relation between “being yourself” and being manager, i.e. the struggle between what one ought to do as a representative of an organizations and what one want to do as a person. Introspective management training constitutes one extreme of focusing on the person in this matter, i.e. managers should develop their own unique leadership style upon “who they are”. The influences on managers from this type of management training are not self-evident considering the complex relation mentioned in the beginning. The study therefore aims at describing how introspective management training influences practicing managers. To reach that aim six managers representing three different organizations were followed during and after their participation in an eight month long introspective management training. For the managers in the study, the introspective training was mainly an arena for identity work. Identity work meant dealing with conflicting identities, elaborating and developing identities, roles and role transitions, and struggling to fit into different discourses, rather than finding the “true self”. The identity process is complex and is influenced both by direct interaction with others “here-and-now” and by the “generalized other”, which goes beyond “here-and-now”. Identity work and role transitions are important parts of management considering the relational aspect of both identity and role. The introspective management training seems to have a potential on the personal level for the managers, but the organizational gain is more doubtful. There is a need of reciprocity during the process to enable an organizational enhancement together with the manager’s personal

  • 16.
    Andersson, Thomas
    University of Skövde, School of Technology and Society.
    Normative identity processes in managers' personal development training2012In: Personnel review, ISSN 0048-3486, E-ISSN 1758-6933, Vol. 41, no 5, p. 572-589Article in journal (Refereed)
    Abstract [en]

    Purpose – The article aims to analyze how personal development training influences managers’ identity processes.

    Design/methodology/approach – The article, taking an interpretive-critical approach, is based on a qualitative, longitudinal study of five participants (managers) in a personal development training program. During the two years of research, 62 interviews (with the managers and related personnel) were conducted and 13 observations were made.

    Findings – Personal development training provokes identity regulation by prescribing a normative identity process that claims managers should engage in a process of reflection in order to gain self-awareness. Such training constitutes a local management discourse that may influence different levels of identity work and identity regulation processes depending on the participants’ expectations, their organizations and professional situations, their level of insecurity, as well as their previous experience with management discourse.

    Practical implications – Since management training influences participants’ identity processes, program organizers, purchasers and participants should be wary of the expectation that management training will deliver content as “a package” of managerial skills.

    Originality/value – The study challenges the traditional view of management training as a provider of skills and solutions for managers by focusing instead on its influence on managers’ processes of identity work and identity regulation. Management training in general is claimed to regulate identities and direct identity work by providing inspirational identities. However, this study finds that personal development training regulates identities by prescribing the identity process in itself.

  • 17.
    Andersson, Thomas
    University of Skövde, School of Life Sciences.
    Personal development (re-) entering management training: The trend and its consequences in Sweden2005In: Workshop on Trends and Fashions in Management Studies, 2005Conference paper (Refereed)
  • 18.
    Andersson, Thomas
    University of Skövde, School of Technology and Society.
    Personal growth and sensitivity training as fashions in management and management research2008In: International Studies of Management and Organization, ISSN 0020-8825, E-ISSN 1558-0911, Vol. 38, no 2, p. 71-96Article in journal (Refereed)
    Abstract [en]

    Purpose – to compare the introduction of, and associated contemporary research into, two management fashions. Design/methodology/approach – names the two fashions as “personal growth” and “sensitivity training”, states that sensitivity training was popular in the 1960s-1970s, and that personal growth, incorporating aspects of sensitivity training, was widely used in 1990s-2000s, focuses on the relationship between management fashions and management research fashions, suggests that fashions follow wave patterns, and discusses the role of consultants in the development, diffusion and translation of a fashion. Draws on the author’s own doctoral thesis to illustrate how individuals can be influenced by a fashion, identifies similarities between sensitivity training and personal development, sees the former as a first-wave fashion and the latter as a second-wave, and profiles the techniques, methods and goals of the two fashions, pinpointing self-knowledge, and the belief that in order to understand others one must understand one’s self, as key concepts in both fashions. Analyses two doctoral theses, the first published in 1979 studying sensitivity training, the second published by the author in 2005 studying personal development, reports the author’s interviews with the first paper’s author, likens managers’ identity work in managing to researchers’ identity work in a dissertation, and concludes that both managers and researchers surf on the same or parallel, fashion waves. Originality/value – highlights the cyclic pattern of fashions, and shows how both researchers and practitioners are subject to fashions

  • 19.
    Andersson, Thomas
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future.
    Sociala resurser avgörande för organisatorisk resiliens - även i teknikorienterade organisationer!2014In: Organisatorisk resiliens: Vad är det som gör företag och organisationer livskraftiga? / [ed] Stefan Tengblad & Margareta Oudhuis, Lund: Studentlitteratur AB, 2014, 1, p. 93-112Chapter in book (Other academic)
  • 20.
    Andersson, Thomas
    University of Skövde, School of Technology and Society. Gothenburg Research Institute, School of Technology and Society, Gothenburg, Sweden.
    Struggles of managerial being and becoming: Experiences from managers' personal development training2010In: Journal of Management Development, ISSN 0262-1711, E-ISSN 1758-7492, Vol. 29, no 2, p. 167-176Article in journal (Refereed)
    Abstract [en]

    Purpose – The purpose of this paper is to investigate the struggles of managerial identity in relation to the process of becoming/being a manager, and the personal conflicts involved within this process.

    Design/methodology/approach – In a qualitative, longitudinal project, five managers were studied for two years using interviews and observations. This was undertaken before, during, and after their participation in personal development training. In total, 62 interviews and eight half-day observations were conducted.

    Findings – The study puts emphasis on the role of management training in providing templates for “how to be a manager”, but it also illustrates the double-edged and complex role played by context in managerial being and becoming. On the one hand context shapes managerial identity; on the other hand, context might operate to dilute the identity an individual manager wishes to assume.

    Research limitations/implications – The study focuses on only five managers in two organizations. This small sample limits the generalisabilty of the research.

    Practical implications – Management training tends to be based on the idea that management concerns the acquisition of competencies, techniques and personal awareness, while managerial practice is more fluid and contextually based. There is a challenge for organizers of all types of management training to bridge the gap between a fixed idea of what it is to be a manager and how management is actually practised.

    Originality/value  – The longitudinal and in-depth qualitative approach facilitates an important contribution to understanding issues in developing a managerial identity.

  • 21.
    Andersson, Thomas
    University of Skövde, School of Technology and Society.
    Styrningens villkor i en professionell organisation2004In: Proceedings of the Workshop IX i Ekonomi- och verksamhetsstyrning,, 2004Conference paper (Other academic)
  • 22.
    Andersson, Thomas
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future.
    The medical leadership challenge in healthcare is an identity challenge2015In: Leadership in Health Services, ISSN 1751-1879, E-ISSN 1751-1887, Vol. 28, no 2, p. 83-99Article in journal (Refereed)
    Abstract [en]

    Purpose– The purpose of this article is to describe and analyse the identity challenges that physicians with medical leadership positions face.

    Design/methodology/approach– Four qualitative case studies were performed to address the fact that identity is processual, relational and situational. Physicians with managerial roles were interviewed, as well as their peers, supervisors and subordinates. Furthermore, observations were made to understand how different identities are displayed in action.

    Findings– This study illustrates that medical leadership implies identity struggles when physicians have manager positions, because of the different characteristics of the social identities of managers and physicians. Major differences are related between physicians as autonomous individuals in a system and managers as subordinates to the organizational system. There are psychological mechanisms that evoke the physician identity more often than the managerial identity among physicians who are managers, which explains why physicians who are managers tend to remain foremost physicians.

    Research limitations/implications– The implications of the findings, that there are major identity challenges by being both a physician and manager, suggest that managerial physicians might not be the best prerequisite for medical leadership, but instead, cooperative relationships between physicians and non-physician managers might be a less difficult way to support medical leadership.

    Practical implications– Acknowledging and addressing identity challenges can be important both in creating structures in organizations and designing the training for managers in healthcare (both physicians and non-physicians) to support medical leadership.

    Originality/value– Medical leadership is most often related to organizational structure and/or leadership skills, but this paper discusses identity requirements and challenges related to medical leadership.

  • 23.
    Andersson, Thomas
    University of Skövde, School of Technology and Society.
    When the dancing partner does not want to follow any more – Experiences from managers’ personal development training2007Conference paper (Refereed)
  • 24.
    Andersson, Thomas
    et al.
    University of Skövde, School of Technology and Society.
    Cäker, Mikael
    University of Skövde, School of Technology and Society.
    Wickelgren, Mikael
    University of Skövde, School of Technology and Society.
    Belöningssystem i svenskt arbetsliv – Möte eller krock mellan svenska och amerikanska ledningspraktiker2012Conference paper (Refereed)
  • 25.
    Andersson, Thomas
    et al.
    University of Skövde, School of Technology and Society.
    Eriksson, Nomie
    University of Skövde, School of Technology and Society.
    Ujvari, Sandor
    University of Skövde, School of Technology and Society.
    Easier to trust managers than management?: The case of improvement work in healthcare2011Conference paper (Refereed)
    Abstract [en]

    Previously, improvement work in healthcare has mainly been medically related and driven by medical research, but NPM implies that management-initiated improvement work targeting organizing, productivity, efficiency, work flow etc. has become more and more common. Management-initiated improvement work has a high failure rate, and in general it seems difficult to motivate co-workers to actively participate. In all processes of organizational change, trust in the initiator of a change project is an important prerequisite to enable change take place. In this article, our purpose is to investigate how trust in management influences management-initiated improvement work. In a qualitative study we investigate improvement work at three Swedish hospitals. Our theoretical framework is based on a view of management as being both the people who manage and the system of management. This distinction is important since we can trust people and we can have confidence in a system, but these processes are different. Consequently, it is possible to trust individual managers, but as long as we do not trust management as a system, management-initiated improvement work will face considerable problems.  To analyze trust we use a model that identifies three important antecedents for one person (the trustor) to consider another person (the trustee) as trustworthy: ability, benevolence and integrity. Using social system theory, we extend this model to on the one hand describe trust in specific persons (specific managers), and on the other hand describe confidence in a system (management in general, which the system-specific managers are parts of). The results indicate that there in general is a lack of trust between healthcare personnel and healthcare management.

     

    We were able to find certain managers who were found trustworthy by the personnel, but despite these trust-relations the personnel did still not have confidence in management as a system. To the contrary, these managers were perceived as exceptions, and did not change the perception of management in general. The consequences for management-initiated improvement work were that most personnel at best were ignorant to it, and at worst resisted it openly. However, there were examples when trusted enthusiastic managers succeeded in initiating improvement work, but then the continuation and success was directly connected to this person, and if s/he left, the improvement work stopped. Furthermore, some work groups seemed to very clearly separate “real” improvement work, which they initiated themselves, from “phony” improvement work initiated by management, which only stole time from more important tasks.

  • 26.
    Andersson, Thomas
    et al.
    University of Skövde, School of Technology and Society.
    Eriksson, Nomie
    University of Skövde, School of Technology and Society.
    Ujvari, Sandor
    University of Skövde, School of Technology and Society.
    Industriellt baserade modeller för kvalitetsutveckling2013In: Att utveckla vården: Erfarenheter av kvalitet, verksamhetsutveckling och förbättringsarbete / [ed] Nomie Eriksson, Kajsa-Mia Holgers, Tomas Müllern, Lund: Studentlitteratur, 2013, 1, p. 73-84Chapter in book (Refereed)
  • 27.
    Andersson, Thomas
    et al.
    University of Skövde, School of Technology and Society.
    Eriksson, Nomie
    University of Skövde, School of Technology and Society.
    Ujvari, Sandor
    University of Skövde, School of Technology and Society.
    Organisering av förbättringsarbete inom vården med inspiration från industrin2011Conference paper (Refereed)
    Abstract [sv]

    I denna artikel fokuserar vi på användandet av industriellt baserade produktionssynsätt (IBP) inom vården i avsikt att arbeta systematiskt med förbättringsarbete. Tidigare forskning har visat att det är svårt att få nya arbetsmetoder att få genomslag i den dagliga praktiken. I denna artikel fokuserar vi på om det går att se indirekta effekter såsom hur förbättringsarbetet organiseras beroende på vilka IBP olika sjukhus väljer att arbeta med. Undersökning är genomförd genom fallstudier på tre sjukhus som har valt att arbeta med tre olika metoder: six sigma, processorientering och mikrosystem.

    Studien visar att de olika logikerna bakom de olika metoderna ger fundamentalt olika sätt att organisera förbättringsarbetet vid de tre sjukhusen. Six sigma-sjukhuset valde ett centraliserat förbättringsarbete i hög grad drivet av experter på förbättringsmetoder, processsjukhuset

    hade en expertavdelning som var mer av bollplank och utbildare för verksamhetens förbättringsarbete och mikrosystem-sjukhuset valde ett decentraliserat förbättringsarbete där förbättringsarbetet var både lokalt initierat och drivet.

  • 28.
    Andersson, Thomas
    et al.
    University of Skövde, School of Technology and Society.
    Eriksson, Nomie
    University of Skövde, School of Technology and Society.
    Ujvari, Sandor
    University of Skövde, School of Technology and Society.
    System trust in healthcare: A prerequisite for improvement work?2011Conference paper (Refereed)
  • 29.
    Andersson, Thomas
    et al.
    University of Skövde, School of Technology and Society.
    Eriksson, Nomie
    University of Skövde, School of Technology and Society.
    Ujvari, Sandor
    University of Skövde, School of Technology and Society.
    Trust in management-initiated improvement work2011Conference paper (Refereed)
  • 30.
    Andersson, Thomas
    et al.
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future.
    Gadolin, Christian
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future.
    Distributed Leadership in Healthcare: Post-NPM in Action2014Conference paper (Refereed)
  • 31.
    Andersson, Thomas
    et al.
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future.
    Gadolin, Christian
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future.
    Followership and Distributed Leadership in Healthcare2015Conference paper (Refereed)
  • 32.
    Andersson, Thomas
    et al.
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future.
    Gadolin, Christian
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future.
    Medarbetarskap är viktigt men fallgroparna är många2018In: Skaraborgs Allehanda, ISSN 1403-3739Article in journal (Other (popular science, discussion, etc.))
  • 33.
    Andersson, Thomas
    et al.
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future.
    Gadolin, Christian
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future.
    Relational Leadership: An Enabler of Institutional Work in Healthcare2016Conference paper (Refereed)
  • 34.
    Andersson, Thomas
    et al.
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future.
    Gadolin, Christian
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future.
    Relational Leadership and Institutional Work in Healthcare2016Conference paper (Refereed)
  • 35.
    Andersson, Thomas
    et al.
    University of Skövde, School of Technology and Society.
    Gadolin, Christian
    University of Skövde, School of Technology and Society.
    The Call for Leadership in Healthcare - What Is It We Are Calling for?2013Conference paper (Refereed)
  • 36.
    Andersson, Thomas
    et al.
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future. Chalmers University.
    Gadolin, Christian
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future.
    Hellström, Anders
    Chalmers University.
    Eriksson, Erik
    Chalmers University.
    Unintended Consequences of Management Concepts in Healthcare: The Mix of Value Configurations in Diabetes Care2018Conference paper (Refereed)
  • 37.
    Andersson, Thomas
    et al.
    University of Skövde, School of Technology and Society.
    Jönsson, Sten
    Gothenburg Research Institute (GRI), Göteborgs universitet.
    Floby-andan: Här finns inga märkvärdiga människor!2011In: Volvo i våra hjärtan - hur skall det gå?: En närdiskussion om "nationalklenoden" Volvo / [ed] Sten Jönsson & Mikael Wickelgren, Malmö: Liber, 2011, 1, p. 229-250Chapter in book (Refereed)
  • 38.
    Andersson, Thomas
    et al.
    University of Skövde, School of Technology and Society.
    Kazemi, Ali
    University of Skövde, School of Technology and Society.
    Tengblad, Stefan
    University of Skövde, School of Technology and Society.
    Wickelgren, Mikael
    University of Skövde, School of Technology and Society.
    HRM practices in Swedish retailing2011Conference paper (Refereed)
  • 39.
    Andersson, Thomas
    et al.
    University of Skövde, School of Technology and Society.
    Kazemi, Ali
    University of Skövde, School of Technology and Society.
    Tengblad, Stefan
    University of Skövde, School of Technology and Society.
    Wickelgren, Mikael
    University of Skövde, School of Technology and Society.
    Not the Inevitable Bleak House?: The Positive Experiences of Workers and Managers in Retail Employment in Sweden2011In: Retail Work / [ed] Irena Grugulis and Ödül Bozkurt, Basingstoke: Palgrave Macmillan, 2011, p. 253-276Chapter in book (Refereed)
  • 40.
    Andersson, Thomas
    et al.
    University of Skövde, School of Technology and Society.
    Kazemi, Ali
    University of Skövde, School of Technology and Society.
    Tengblad, Stefan
    University of Skövde, School of Technology and Society.
    Wickelgren, Mikael
    University of Skövde, School of Technology and Society.
    Uppdrag butikschef: Att leda i butik2013 (ed. 1)Book (Refereed)
    Abstract [sv]

    Vad innebär det att arbeta med ledaruppdrag inom handeln och hur kan man nå framgång som butikschef? Detta är två centrala frågor i boken Uppdrag butikschef – att leda i butik som tar ett helhetsgrepp om följande centrala aspekter på butikschefsarbete: 

    • ledarskap och medarbetarskap 
    • motivation och kommunikation 
    • personalarbete och arbetsrätt 
    • kompetensutveckling och etik

    Boken är skriven av forskare inom företagsekonomi och socialpsykologi, verksamma vid Högskolan i Skövde, och den bygger delvis på ett aktuellt forskningsprojekt om ledarskap och medarbetarskap inom svensk handel.

  • 41.
    Andersson, Thomas
    et al.
    University of Skövde, Enterprises for the Future. University of Skövde, School of Business.
    Kazemi, Ali
    University of Skövde, School of Health and Education.
    Wickelgren, Mikael
    University of Skövde, Enterprises for the Future. University of Skövde, School of Business.
    Career in Swedish Retail2016Report (Refereed)
    Abstract [en]

    A career in retailing is to a large extent a boundaryless career. A career in retail does not limit the individual to a single organisation, to a single role/position, or to a hierarchical rung on the organisational ladder. Both co-workers and managers move quite easily among organisations within the same retail area, between different retail areas, and in and out of the retail sector.

    • In the past, the description of retailing as a transitory employment sector has had a negative connotation. Yet this description can also have quite a positive connotation. For example, experience acquired in the retail sector can be very useful in other work sectors. Moreover, people working in retail are generally motivated by job security, a job that is possible to combine to leisure/family, and a job close to home. They are typically much less motivated by traditional career advancement opportunities, the exercise of power over others, and by the desire to make decisions.

    • People working in retail have a rather limited interest in becoming managers in part because their major work motivators are not the motivators one usually associates with management career paths.

    • Gender is a relatively weak distinguishing variable in terms of retail careers, but there are some statistically significant – yet small – differences in the work characteristics of men and women in retail. For example, women in retail prioritize work-life balance, the proximity of workplace to home, and outside interests more than men in retail. These priorities have a limiting effect on their opportunities to accept managerial positions and to follow traditional, upward career paths.

    • There are more women than men working in the retail sector today, but a larger percentage of men in management positions. However, this cannot be explained by differences between the motivations of men and women to become managers or in their attitudes towards their own managerial capabilities. The explanation lies in other, more indirect factors such as the expectations of today’s managers.

    • Women generally earn less than men in the retail sector. This inequality is especially evident when differences in work responsibilities exist (e.g., specialized areas, subbranches, management tasks).

    • There is some general scepticism among employees in the retail sector as far as the extent to which their employers are willing to commit to their well-being and development. This finding has important practical implications when employees sense a lack of employer commitment to them.

    • People outside retail sector generally have a more negative picture of the retail sector than the people within the sector. People in the retail sector are relatively satisfied and think their work is varied and interesting.

    • The number of women at the lower management levels (at the store-level) is increasing. Because of this trend, which is expected to continue, in the relatively near future there may be as many female managers as male managers at this level. However, at the upper management levels in retail, there are more than ten men for every woman and no indications of change.

    • Job security is the most important career anchor for retail employees in Sweden. This finding has very important practical implications because job security is typically not associated with employment in the retail sector. It is a factor that can be an important consideration for retailers.

  • 42.
    Andersson, Thomas
    et al.
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future.
    Kazemi, Ali
    University of Skövde, School of Health and Education. University of Skövde, Health and Education.
    Wickelgren, Mikael
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future.
    Karriärvägar i detaljhandeln2016Report (Refereed)
  • 43.
    Andersson, Thomas
    et al.
    University of Skövde, School of Technology and Society.
    Liff, Roy
    University of Skövde, School of Technology and Society.
    Constructing the patient as control strategy in psychiatry – Competing responsibilities and their consequences2007Conference paper (Refereed)
  • 44.
    Andersson, Thomas
    et al.
    University of Skövde, School of Business. University of Skövde, Enterprises for the Future.
    Liff, Roy
    Borås University, Borås, Sweden.
    Co-optation as a response to competing institutional logics: Professionals and managers in healthcare2018In: Journal of Professions and Organization, ISSN 2051-8803, E-ISSN 2051-8811, Vol. 5, no 2, p. 71-87Article in journal (Refereed)
    Abstract [en]

    Researchers working under the institutional logics perspective find the struggle between managerial logic and various professional logics one of the most intriguing issues in healthcare organizations. Previous research provided several explanations at both the organizational level (mediation, hybridization, and selective coupling) and the individual actor level (hierarchization, sense making, reinterpretation, and hijacking) for the coexistence of professional and managerial logics in healthcare. However, all of these explanations are based on the underlying institutional logics not changing. In this article, we show that co-optation can explain the coexistence of institutional logics, but that it also causes the underlying institutional logics to change. Co-optation means that an actor adopts a strategic element from another logic that retains the most important elements of its own logic. Empirically, this article illustrates co-optation processes through a qualitative study of outpatient units in child and adolescent psychiatric care in Sweden. Using an institutional logics framework, we describe and explain how managers co-opted elements of professional logics and professionals co-opted elements of managerial logic in their attempts to support their own interests. Even if co-optation is performed to protect the home logic, the co-opted elements ultimately change it. This study contributes to the institutional logics framework by describing and explaining how co-optation can be a dynamic response to competing logics at the individual actor level.

  • 45.
    Andersson, Thomas
    et al.
    University of Skövde, School of Technology and Society.
    Liff, Roy
    Gothenburg Research Institute, Göteborg, Sweden.
    Does patient-centred care mean risk aversion and risk ignoring?: Unintended consequences of NPM reforms2012In: International Journal of Public Sector Management, ISSN 0951-3558, E-ISSN 1758-6666, Vol. 25, no 4, p. 260-271Article in journal (Refereed)
    Abstract [en]

    Purpose – This article aims to describe and analyze the results of efforts to improve patient-centered care (PCC) in psychiatric healthcare.

    Design/methodology/approach – Using the methodology of a qualitative case study, the authors studied three Swedish child and adolescent psychiatric care (CAP) units in order to describe how patient-centered actions are performed. They conducted 62 interviews, made 11 half-day observations, and shadowed employees for two days.

    Findings – The article shows that the increased focus on accountability for unit performance and medical risks results in unintended consequences. The patient’s medical risk is transformed to a personal risk for the psychiatrist and the resource risk is transformed to a personal risk for the unit manager. Patients become risk objects for both psychiatrists and unit managers, which creates an alignment between them to try to send patients elsewhere. New public management (NPM) reforms may consequently lead to the institutionalization of unintended healthcare practices.

    Practical implications – The article shows that accountability pressure to reduce patient risk may create new risks for patients.

    Originality/value – The study uses theoretical concepts of risk tradeoffs (risk substitution and risk transformation), which were developed for the macro level, to explain the unintended consequences of NPM reforms at the micro level.

  • 46.
    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.

  • 47.
    Andersson, Thomas
    et al.
    University of Skövde, School of Technology and Society.
    Liff, Roy
    University of Skövde, School of Technology and Society.
    Resource risk and medical risk – Co-workers’ strategies and attitudes to risk in psychiatry2007Conference paper (Refereed)
  • 48.
    Andersson, Thomas
    et al.
    University of Skövde, School of Technology and Society.
    Liff, Roy
    Unintended consequences of accountability and customer focus in healthcare: New Public Management in action2011Conference paper (Refereed)
  • 49.
    Andersson, Thomas
    et al.
    University of Skövde, School of Technology and Society.
    Liff, Roy
    Gothenburg Research Institute.
    Tengblad, Stefan
    University of Skövde, School of Technology and Society.
    Ledarskap och medarbetarskap inom vård- och omsorgsarbete: En studie inom Barn- och ungdomspsykiatrin2011Report (Refereed)
  • 50.
    Andersson, Thomas
    et al.
    University of Skövde, School of Technology and Society.
    Liff, Roy
    Tengblad, Stefan
    University of Skövde, School of Technology and Society.
    Medarbetarskap, professioner och samarbeten internt och externt2012In: Studiematerial: Hållbart chefskap i hälso- och sjukvården med vinjetter om engagemang, stress, tidsanvändning, medarbetarskap och vårdpraktik / [ed] Dellve, L., Västra Götalandsregionen , 2012, p. 30-43Chapter in book (Refereed)
12 1 - 50 of 81
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