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Jansson, Elisabeth
Publications (3 of 3) Show all publications
Siverbo, S., Andersson, M., Galan, N., Hellman, S., Jansson, E., Lindh, K., . . . Svensson, A. (2018). #metoo-management. Trollhättan: Högskolan Väst
Open this publication in new window or tab >>#metoo-management
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2018 (Swedish)Book (Other academic)
Abstract [sv]

För ett drygt år sedan inleddes #metoo-rörelsen, vilken påminner oss om att det finns brister i samhället även om allt ser bra ut på ytan. Mycket talar för att #metoo inte är en övergående fluga. Det handlar inte om en samordnad aktion med ett tydligt mål och det finns heller ingen ledare för rörelsen. #metoo är en självorganiserad rörelse, ett sätt att synliggöra det som under snart sagt hela mänsklighetens historia har förtigits, förnekats och bagatelliserats trots att alla har vetat. Den här rapporten belyser #metoo-rörelsens inverkan på organisationer ur ett managementperspektiv. Vi är intresserade av fenomenet #metoo-management, vilket vi definierar som organisationers arbete med att förebygga och hantera sexuella trakasserier som en följd av #metoo-rörelsen. Det första syftet med rapporten är att ta reda på om #metoo-management förekommer. Det andra syftet är att utforska hur organisationer arbetar med #metoo-management. Det tredje syftet är att förklara varför organisationer väljer att arbeta med #metoo- management på olika sätt. Baserat på intervjuer med företrädare för tio organisationer – i flera fall väldigt olika – har vi konstaterat att #metoo-rörelsen har gett upphov till #metoo- management. Mer precist handlar #metoo-management om flera olika åtgärder och aktiviteter. Organisationer har återupprepat och preciserat sina programförklaringar mot sexuella trakasserier. Programmen har fått förnyad spridning på arbetsplatserna och ytterligare åtgärder för programefterlevnad har vidtagits. Procedurer för klagomålshantering har utvecklats, utbildningar har initierats och riskfaktorer har identifierats och reducerats. Inte minst har förekomsten av problem med sexuella trakasserier inventerats. Något överraskande kunde vi notera att det inte fanns något exempel på att programmen mot sexuella trakasserier utvärderades och att det saknades planer för att minska beroendeförhållanden mellan chefer och anställda i de organisationer där dessa var betydande. Det är viktigt att betona att det finns betydande skillnader mellan organisationer i hur intensivt arbetet med #metoo-management har bedrivits. Skillnaderna förefaller bero på flera olika faktorer. En är att incidensen av sexuella trakasserier är olika och en annan att organisationer gör olika bedömningar av hur stor skada uppdagade fall skulle göra på arbetsgivarvarumärket. Ytterligare förklaringar till intensiteten i arbetet är skillnader i hur ambitiöst arbetet har varit innan #metoo- rörelsen och att det i vissa organisationer finns större kunskaper om riskfaktorer än i andra. Slutligen förefaller organisationens storlek och synlighet spela roll genom att de är mer påpassade och därför har större anledning att undvika problem som väcker negativ uppmärksamhet

Abstract [en]

Just over a year ago the #metoo movement began, which is a reminder that there are faults in society even if everything looks fine on the surface. There are many signs that #metoo is not a passing phenomenon. This is not a coordinated action with a clear goal, nor is there any one leader of the movement. The #metoo movement is self-organized, a way to make visible what over basically all of human history has been silenced, denied and trivialized, even though everyone has known about it. This report takes a look at the #metoo movement's impact on organisations from a management perspective. We are interested in the phenomenon of "#metoo management", which we define as organisations' work to prevent and deal with sexual harassment (or assault) as a result of the #metoo movement. The primary purpose of the report is to find out if #metoo management exists. The second purpose is to investigate how organisations work with #metoo management. A third purpose is to explain why organisations choose to work with #metoo management in different ways. Based on interviews with representatives of ten organisations, in several cases quite different, we have determined that the #metoo movement has indeed given rise to #metoo management. More precisely, #metoo management refers to a number of different measures and activities. Organisations have restated and specified their policies about sexual harassment. The programs have been given renewed distribution at workplaces and additional measures for program compliance have been taken. Procedures for complaint processing have been developed, trainings have been initiated and risk factors have been identified and reduced. Not least, the occurrence of problems with sexual harassment has been quantified. Somewhat surprisingly, we noted that there was no example that the programs against sexual harassment were evaluated and that plans were lacking for reducing dependency relationships between supervisors and employees in the organisations where these were significant. It is important to emphasize that there are significant differences between organisations in how intensively the work with #metoo management has been pursued. The differences seem to depend on several different factors. One is that the incidence of sexual harassment varies, and another is that organisations make varying assessments of how much damage publicized cases would have on the employer's brand. Additional explanations for the intensity of the work are differences in how ambitious the process was prior to the #metoo movement, and that in certain organisations there is greater awareness of risk factors than in others. Finally, the organisation's size and visibility appear to play a role in that those that are more closely monitored have greater reason to avoid problems that attract negative attention.

Place, publisher, year, edition, pages
Trollhättan: Högskolan Väst, 2018
Series
Reports University West, ISSN 2002-6188, E-ISSN 2002-6196 ; 2018:6
Keywords
#metoo, #metoo management, sexual harassment, #metoo, #metoo-management, sexuella trakasserier
National Category
Business Administration
Research subject
SOCIAL SCIENCE, Business administration
Identifiers
urn:nbn:se:hv:diva-13433 (URN)978-91-88847-20-1 (ISBN)
Available from: 2019-01-21 Created: 2019-01-21 Last updated: 2019-03-18
Jansson, E. (2008). Entrepreneurship as a Paradox: A Romantic-Ironic History of a Deviant Entrepreneurship. In: Iréne Bernhard (Ed.), Uddevalla Symposium 2008: Spatial Dispersed Production and Network Governance: Revised papers presented at the 11th Uddevalla Symposium, 15-17 May, 2008, Kyoto, Japan. Paper presented at The 11th Uddevalla Symposium, 15-17 May 2008, Kyoto, Japan (pp. 347-358). Trollhättan: Högskolan Väst
Open this publication in new window or tab >>Entrepreneurship as a Paradox: A Romantic-Ironic History of a Deviant Entrepreneurship
2008 (English)In: Uddevalla Symposium 2008: Spatial Dispersed Production and Network Governance: Revised papers presented at the 11th Uddevalla Symposium, 15-17 May, 2008, Kyoto, Japan / [ed] Iréne Bernhard, Trollhättan: Högskolan Väst , 2008, p. 347-358Conference paper, Published paper (Refereed)
Abstract [en]

The aim of this paper is to embrace entrepreneurship as a paradox and to additionally show how an anomaly can be the foundation as well as the energy for the paradoxical, entrepreneurial process. In this paper I present, analyze and interpret two empirical cases and their stories. The theoretical contribution of the present study is the fact that we enrich our understanding of entrepreneurship as a paradox by grasping it in a romatic ironic-manner. The study ends in the following significant and illustrative paradoxes that also can be seen as conclusions: Entrepreneurship requires deviance - but also at the same time demands belonging, in the sense that entrepreneurship can be regarded as acting between endogenous self-fulfillment and exogenous purpuses. In addition, the basis of the here illustrated phenomenon is to become entrepreneurial. In the name of the romantic irony you can only become an entrepreneur, you can not be one. As soon as one thinks of oneself as an entrepreneur one ceases to be one. Conclusively, entrepreneurship is - and will become - a never-ending endeavor in which "becoming entrepreneurs" acts in-between and thereby are limited by, as well as delivered by society´s and discourse´s expectations.

Place, publisher, year, edition, pages
Trollhättan: Högskolan Väst, 2008
Series
Research reports / University West, ISSN 1653-7831 ; 2008:03
Keywords
Entrepreneurship, art, culture, creativity, creation, romantic irony, rhetoric analysis, narrative approach, metaphor, irony, paradox, anomaly
National Category
Business Administration
Research subject
SOCIAL SCIENCE, Business administration
Identifiers
urn:nbn:se:hv:diva-2867 (URN)
Conference
The 11th Uddevalla Symposium, 15-17 May 2008, Kyoto, Japan
Available from: 2010-12-03 Created: 2010-11-26 Last updated: 2016-11-21Bibliographically approved
Gråsjö, U., Jansson, E., Lindh, K., Lundh-Snis, U., Pareto, L. & Svensson, L. (2006). Experience Design: Understanding the Role of Technology for Virtual Experiences. In: Proceedings of 29th Information System Research Seminar in Scandinavia, IRIS 29: Paradigms, Politics, Paradoxes. Paper presented at 29th Information Systems Research Seminar in Scandinavia, IRIS 29.
Open this publication in new window or tab >>Experience Design: Understanding the Role of Technology for Virtual Experiences
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2006 (English)In: Proceedings of 29th Information System Research Seminar in Scandinavia, IRIS 29: Paradigms, Politics, Paradoxes, 2006Conference paper, Published paper (Refereed)
Abstract [en]

New technologies have always teased the imagination of avant-garde artists on how to challenge existing cultural paradigms. For instance, experience design for the creative industries of today provides exciting challenges with a potential to innovate practices and creating new ways of interaction between the artist and her audience. In an ongoing research project we aim at framing the design space for virtual experiences. The paper presents and discusses the role of technology in such context and use three ongoing case studies where ICT has been used to augment and support consumers of cultural experiences. The analysis shows how technology-driven interventions are less oriented towards radical change compared to interventions that are rooted in their nondigital origins.

National Category
Business Administration Economics Information Systems, Social aspects
Research subject
SOCIAL SCIENCE, Informatics; SOCIAL SCIENCE, Economics; SOCIAL SCIENCE, Business administration
Identifiers
urn:nbn:se:hv:diva-2898 (URN)
Conference
29th Information Systems Research Seminar in Scandinavia, IRIS 29
Available from: 2010-12-13 Created: 2010-12-07 Last updated: 2016-11-21Bibliographically approved
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