What is it about?
The paper examines, first, how social capital was crafted and transformed from a theoretical concept to an organizational tool for public sector improvement that was adopted by a Danish region and implemented in all regional hospitals. Second, the paper examines the application of social capital in one of these hospitals and, further, in a department of the hospital with the purpose of showing how it was applied by the managerial levels and responded to by the nurses of the department.
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Why is it important?
The paper demonstrates that the application of social capital in practice is connected with paradoxes because the concept is inherently ambiguous and Janus-faced in that its official representation is “soft” and voluntary with a working environment focus yet, it envelopes concealed steering intentions. These contrary working features of the concept produce a pressure on the department management and the nurses.
Read the Original
This page is a summary of: From theoretical concept to organizational tool for public sector improvement, International Journal of Public Sector Management, July 2018, Emerald, DOI: 10.1108/ijpsm-05-2017-0147.
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