All Stories

  1. Collegiality as institutional work: Collegial meeting practices among Norwegian pastors
  2. We Need to Talk About Knowledge! Rethinking Management and Evidence-Based Practice in Welfare
  3. The ‘service turn’ in a new public management context: a street-level bureaucrat perspective
  4. Working on connective professionalism: What cross-sector strategists in Swedish public organizations do to develop connectivity in addressing ‘wicked’ policy problems
  5. Nurturing innovative culture in a healthcare organisation – Lessons from a Swedish case study
  6. Complexity Leadership in a Public Sector Context: Exploring Adaptive Leadership Practices
  7. Clinicians' psychological empowerment to engage in management as part of their daily work
  8. Using systems thinking to increase understanding of the innovation system of healthcare organisations
  9. 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?"
  10. Family members as hybrid owner-managers in family-owned newspaper companies: handling multiple institutional logics
  11. As above, not so below: developing social procurement practices on strategic and operative levels
  12. Understanding institutional work through social interaction in highly institutionalized settings: Lessons from public healthcare organizations
  13. Experts’ contribution to strategy when strategy is absent. A case study of quality experts in hospitals
  14. Providing healthcare through “value shops”: impact on professional fulfilment for physicians and nurses
  15. Collaborative public management: coordinated value propositions among public service organizations
  16. Building traits for organizational resilience through balancing organizational structures
  17. A New Professional Landscape: Entangled Institutional Logics in Two Swedish Welfare Professions
  18. Co-optation as a response to competing institutional logics: Professionals and managers in healthcare
  19. Patient involvement 2.0: Experience-based co-design supported by action research
  20. Healthcare quality improvement work: a professional employee perspective
  21. An experience based view on leader development: leadership as an emergent and complex accomplishment
  22. Involvement Drivers
  23. Why medical leadership is hard
  24. Multiprofessional Cooperation and Accountability Pressures
  25. Normative identity processes in managers' personal development training
  26. Does patient‐centred care mean risk aversion and risk ignoring?
  27. Integrating or disintegrating effects of customised care: the role of professions beyond NPM
  28. Struggles of managerial being and becoming
  29. From Northern Europe to Russia and Asia, and vice versa: traffic flow analysis – current situation and development trends
  30. When complexity meets culture: new public management and the Swedish police
  31. Personal Growth and Sensitivity Training as Fashions in Management and Management Research
  32. Managing retail chain profitability based on local competitive conditions: preliminary analysis