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From artefact to effect: the organising effects of artefacts on teams
University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.ORCID iD: 0000-0002-6358-3528
University West, Department of Nursing, Health and Culture, Division of Nursing.ORCID iD: 0000-0001-9463-7341
2010 (English)In: Journal of Health Organisation & Management, ISSN 1477-7266, E-ISSN 1758-7247, Vol. 24, no 4, p. 412-427Article in journal (Refereed) Published
Abstract [en]

Purpose – Earlier studies have identified artefacts, but have only to a lesser degree looked at theireffects. The purpose of this paper is to investigate how artefacts contribute to organisation. Design/methodology/approach – A trauma team at a university hospital has been observed andits members interviewed. Findings – The trauma team showed itself to be rich on artefacts since it had strong internal drivingforces, high legitimacy, and tried to live up to high expectations from the outside. Its members were motivated to be in the forefront of trauma care. Through renewal, the team succeeded in maintaining demarcation. It also succeeded in systemising internal work tasks and made for itself a position in relation to the outside. The team's capacity, however, came to be limited by internal conflicts and battles for prestige. Practical implications – The study shows that informal logic has a strong influence on teams.Teamwork contributed to the development of organisational structure and motivation for the personnel. Originality/value – Earlier studies advocate the important role of artefacts in order to communicate, collaborate, negotiate or coordinate activities. The conclusion is that artefacts also have an organising and developing effect on teams in a fragmented and differentiated healthcare.

Place, publisher, year, edition, pages
2010. Vol. 24, no 4, p. 412-427
Keywords [en]
Team working, Culture (sociology), Artefacts, Injuries, Sweden
National Category
Business Administration Public Administration Studies
Research subject
SOCIAL SCIENCE, Business administration; SOCIAL SCIENCE, Public administration
Identifiers
URN: urn:nbn:se:hv:diva-2619DOI: 10.1108/14777261011065011OAI: oai:DiVA.org:hv-2619DiVA, id: diva2:344076
Available from: 2010-08-17 Created: 2010-08-17 Last updated: 2017-12-12Bibliographically approved

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Berlin, JohanCarlström, Eric

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