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  • 1.
    Alverbratt, Catrin
    et al.
    University West, Department of Health Sciences, Specialist Nursing programme.
    Berlin, Johan
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Åström, Sture
    University West, Department of Nursing, Health and Culture, Divison of Caring Sciences, postgraduate level.
    Kauffeldt, Anders
    University West, Department of Nursing, Health and Culture, Divison of Caring Sciences, postgraduate level.
    Carlström, Eric
    University West, Department of Nursing, Health and Culture, Divison of Caring Sciences, postgraduate level.
    A New Working Method in Psychiatric Care: the impact of implementation2016In: International Journal of Public Administration, ISSN 0190-0692, E-ISSN 1532-4265, Vol. 40, no 3, p. 295-304Article in journal (Refereed)
    Abstract [en]

    An equal mix of organizational cultures is important for a successful implementation process. The aim of this study was to examine the implementation of a new working method in psychiatric hospital wards, representing different cultural characteristics. Descriptive quantitative data were collected at two hospitals (intervention and control). The results revealed one ward characterized by a mix of organizational cultures. This ward, compared with other intervention wards, showed the best results regarding patient assessed empowerment and participation. The result shows tentatively that organizational culture may have an impact on the implementation processes.

  • 2.
    Alverbratt, Catrin
    et al.
    University West, Department of Nursing, Health and Culture.
    Carlström, Eric
    Sahlgrenska Akademin, Göteborgs universitet.
    Åström, Sture
    University West, Department of Nursing, Health and Culture. Umeå universitet.
    Kauffeldt, Anders
    University West, Department of Nursing, Health and Culture.
    Berlin, Johan
    University West, Department of Social and Behavioural Studies.
    The process of implementing a new working method - a project towards change in a Swedish psychiatric clinic2014In: Journal of Hospital Administration, ISSN 1927-6990, E-ISSN 1927-7008, Vol. 3, no 6, p. 174-189Article in journal (Refereed)
    Abstract [en]

    The implementation of evidence-based methods in hospital settings is difficult and complex. The aim of the present study was to highlight the implementation process concerning a new working method, i.e. a new assessment tool, based on the International Classification of Functioning Disability and Health (ICF), among psychiatric nursing staff on five participating wards at a Swedish county hospital. Descriptive, qualitative data were collected through focus group interviews pre- and post-implementation. Data were analysed using directed content analysis, guided by Normalization Process Theory (NPT). The results revealed that just one of the five participating wards met the criteria for a successful implementation process. The results confirm previous studies showing the difficulty of implementation. Although participants agreed with the intention of the model, they were reluctant to apply it in practice. The implementation process seemed to be influenced by factors such as: time pressure; heavy workload; stress; lack of routines in using the tool; lack of nursing staff; as well as cultural characteristics and resistance to change.

  • 3.
    Andersson, Annika
    et al.
    University West, Department of Nursing, Health and Culture, Divison for Health, Culture and Educational Sciences.
    Carlström, Eric D.
    University West, Department of Nursing, Health and Culture. Sahlgrenska Academy at University of Gothenburg.
    Åhgren, Bengt
    Nordic School of Public Health, Göteborg, Sweden.
    Berlin, Johan
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Managing boundaries at the accident scene: a qualitative study of collaboration exercises2014In: International Journal of Emergency Services, ISSN 2047-0894, E-ISSN 2047-0908, Vol. 3, no 1, p. 77-94Article in journal (Refereed)
    Abstract [en]

    Purpose The purpose of this study is to identify what is practiced during collaboration exercises and possible facilitators for inter-organisational collaboration.

    Design/methodology/approach Interviews with 23 participants from four exercises in Sweden were carried out during autumn 2011. Interview data were subjected to qualitative content analysis.

    Findings Findings indicate that the exercises tend to focus on intra-organisational routines and skills, rather than developing collaboration capacities. What the participants practiced depended on roles and order of arrival at the exercise. Exercises contributed to practicing leadership roles, which was considered essential since crises are unpredictable and require inter-organisational decision-making.

    Originality/value The results of this study indicate that the ability to identify boundary objects, such as injured/patients, was found to be important in order for collaboration to occur. Furthermore, lessons learned from exercises could benefit from inter-organisational evaluation. By introducing and reinforcing certain elements and distinct aims of the exercise, the proactive function of collaboration exercises can be clarified.

  • 4.
    Berlin, Johan
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology. University West, Department of Social and Behavioural Studies, Division of Social Work and Social Pedagogy.
    Artefakters organiserande funktion2016In: Team i vård, behandling och omsorg: Erfarenheter och reflektioner / [ed] Johan Berlin, Håkan Sandberg, Lund: Studentlitteratur AB, 2016, 2:a, p. 227-248Chapter in book (Refereed)
  • 5.
    Berlin, Johan
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Beställarstyrning av hälso- och sjukvård: - Om människor, marginaler och miljoner2006Doctoral thesis, monograph (Other academic)
  • 6.
    Berlin, Johan
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Bokrecension | Arvastson, Gösta & Ehn, Billy (red.) (2009). Etnografiska observationer. 1. uppl. Lund: Studentlitteratur2009In: Kommunal ekonomi och politik, ISSN 1402-8700, Vol. 13, no 4, p. 65-68Article, book review (Other academic)
  • 7.
    Berlin, Johan
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Bokrecension | Hartman, Laura (red.) (2011). Konkurrensens konsekvenser: vad händer med svensk välfärd?. 1. uppl. Stockholm: SNS förlag2012In: Socialvetenskaplig tidskrift, ISSN 1104-1420, Vol. 19, no 2, p. 136-140Article, book review (Other academic)
  • 8.
    Berlin, Johan
    University West, Department of Social and Behavioural Studies.
    Bokrecension | Jonsson, R. (2013). Organisatoriska bakslag - mer än tio år av förändringar i två svenska kommuner2013In: Nordiske organisasjonsstudier, ISSN 1501-8237, Vol. 15, no 2, p. 78-83Article, book review (Refereed)
  • 9.
    Berlin, Johan
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Bokrecension | Billy Ehn och Orvar Löfgren (2012). Kulturanalytiska verktyg. Gleerups Förlag.2013In: Sociologisk forskning, ISSN 0038-0342, Vol. 50, no 2, p. 183-187Article, book review (Other academic)
  • 10.
    Berlin, Johan
    University West, Department of Social and Behavioural Studies.
    Book Review | Alvesson, Mats., Sveningsson, Stefan (2008). Changing organizational culture: cultural change work in progress. London: Routledge2011In: Management Learning, ISSN 1350-5076, E-ISSN 1461-7307, Vol. 42, no 2, p. 224-226Article, book review (Refereed)
  • 11.
    Berlin, Johan
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Common incentives for teamwork: the unspoken contract´s significance2014In: Team Performance Management, ISSN 1352-7592, E-ISSN 1758-6860, Vol. 20, no 1/2, p. 65-80Article in journal (Refereed)
    Abstract [en]

    Purpose - The purpose of this article was to identify and study common incentives for teamwork.

    Design/methodology/approach - The study was designed as a case study. The case consists of teamwork at a univer-sity hospital. At the hospital, ten psychiatric teams were studied for a period of four years (2008-2011). Each team was followed for 12–18 months. Data were collected through interviews (n = 48) and observations (n = 52) of the teamwork at treatment conferences.

    Findings - The common incentives identified consist of shared responsibility, appreciation and long-sightedness. The incidence of a silent contract is highlighted as an explanation for the team's cohesion.

    Research limitations/implications - The study is conducted in a public organisation within one field. The results should therefore be interpreted with some caution.

    Practical implications - The study is useful for practitioners to understand the importance of common incentives as a collective driving force. By developing well-adapted common incentives, the practical work can be developed, refined and improved.

    Originality/value - The significance of common incentives and the unspoken contract in the team is identified.

  • 12.
    Berlin, Johan
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Doctors’ functional leadership inpsychiatric healthcare teams: a reversible leadership logic2015In: Team Performance Management, ISSN 1352-7592, E-ISSN 1758-6860, Vol. 21, no 3/4, p. 159-180Article in journal (Refereed)
    Abstract [en]

    Purpose: The purpose of this paper was to study how psychiatric doctors practise leadership in multidisciplinary healthcare teams. The paper seeks to answer the question: How do psychiatric doctors lead multidisciplinary teams during treatment conferences?

    Design/methodology/approach: Six psychiatric teams were studied at a university hospital. Each team was observed over a period of 18 months, and data were collected during four years (2008-2011). Data were collected through interviews with doctors (n19) and observations (n30) of doctors’ work in multidisciplinary psychiatric teams.

    Findings: Doctors in a multidisciplinary team use either self-imposed or involuntary leadership style. Oscillating between these two extremes was a strategy for handling the internal tensions of the team.

    Research limitations/implications: The study was a case study, performed during treatment conferences at psychiatric wards in a university hospital. This limitation means that there is cause for some caution in generalising the results.

    Practical implications: The results are useful for understanding leadership in multidisciplinary medical teams. By understanding the reversible logic of leadership, cooperation and knowledge sharing can be gained, which means that a situation of mere peaceful coexistence can be avoided. Understanding the importance of the informal contract makes it possible to switch leadership among team members. A reversible leadership with an informal contract makes the team less vulnerable. The team’s professionals can thus easily handle dif cult situations and internal tensions, facilitating leadership and management of multidisciplinary teams.

    Originality/value: Doctors in multidisciplinary psychiatric teams use reversible leadership

    logic.

  • 13.
    Berlin, Johan
    University West, Department of Social and Behavioural Studies.
    How doctors practice teamleadership2014Conference paper (Refereed)
    Abstract [en]

    Purpose: The overall purpose of the article was to study how doctors practise leadership in multidisciplinary teams. The article seeks to answer the question: Which approach do doctors use to lead multidisciplinary psychiatric teams?

    Methodology: Six psychiatric teams were studied at a university hospital. Each team was followed for eighteen months. Data were collected during a period of four years (2008–2011). Data were collected through interviews with doctors (n = 19) and observations (n = 30) of doctors’ work in a multidisciplinary psychiatric team.

    Findings: Doctors in a multidisciplinary team use either self-imposed or involuntary leadership. Oscillating between these two extremes is called reversible leadership.

    Research limitations: The study was performed at a psychiatric ward during treatment conferences in a university hospital. This limitation means that there is cause for some caution in interpreting the results.

    Practical implications: The results are useful for understanding leadership in multidisciplinary teams within the health and medical care system. The reversible leadership means that doctors can more easily oscillate from difficult situations and deal with internal tensions, facilitating leadership and management of the multidisciplinary team in the intended direction.

    Originality / value: Doctors in multidisciplinary psychiatric teams use reversible leadership.

  • 14.
    Berlin, Johan
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Ledarskap och beslutsfattande i psykiatriska team: om sammanhållning, sortering och kontroll2015 (ed. 1)Book (Other academic)
    Abstract [en]

    This study is about leadership and decision-making in psychiatric teams. To manage healthcare, cross-organisational work has been used as a working method in teamwork.

    The overall aim of the study was to study how leadership and decision-making are applied in psychiatric teams. The issues addressed are: to describe and to understand how leadership in psychiatric teams is applied, to describe and to understand how decision-making in psychiatric teams is applied, explain why there are potential differences between talk and practice, and to explain why teamwork is applied in psychiatry.

    The study's theoretical framework is based on the challenges that arise when teamwork is organised in a multi-professional context. In the study, decision theory, leadership theory and new institutional theory are used to help to link together and provide explanations for behaviour patterns of professions.

    The study's data were collected between 2008–2011 through interviews, observations and document studies. Total study consists of 101 interviews with 111 informants. Observations have been done of 10 teams on 132 occasions for a total of 230 hours. Observations have focused on the teamwork carried out in the treatment conferences.

    The study shows that: 1) there is an informal contract in teams that governs who does what in different situations, 2) doctors applied a reversible leadership where they alternated between the involuntary and the self-imposed, 3) teams used decision norms that are governed by situation-specific micro-codes, 4) there is an episodic culture which decreased the incentive to provide preventive and long-term treatment, 5) teamwork was used to provide the opportunity for solidarity, classification and control, and 6) there was no striving for perfection in decision-making; instead, the teams were satisfied with an acceptable level that everyone could agree on.

  • 15.
    Berlin, Johan
    University West, Department of Social and Behavioural Studies.
    Läkare som teamledare: En studie av reversibelt ledarskap2013Conference paper (Refereed)
    Abstract [sv]

    SammanfattningSyfte: Syftet med artikeln är att beskriva och problematisera läkares ledarskap i team. Arti-keln syftar till att besvara frågan; Hur utövar läkare ledarskap i team?Design/metod: Studien är designad i form av en fallstudie. Sex psykiatriska team har stude-rats vid ett universitetssjukhus. Varje team har följts under 18 månader. Datainsamlingen har gjorts under totalt fyra år (2008-2011). Data har samlats in genom intervjuer med läkare (n=19) och observationer (n=60) av läkares arbete i team.Resultat: Läkares ledarskap i team utövas i en dualistisk pendlingsprocess mellan självpåta-get och ofrivilligt, vilket benämns reversibelt ledarskap.Begränsningar: Studien är gjord på psykiatriska avdelningar i en organisation. Det finns därför anledning till viss försiktighet vid tolkningen av resultaten.Praktiska implikationer: Resultaten är användbara för att förstå teamledarskapets dualism. Reversibelt ledarskap kan leda till ökad osäkerhet och försvaga teamets proaktiva förmåga.Originalitet: Läkarens ledarskap i team lyfts fram som reversibelt, antingen självpåtaget och frivilligt, eller påtvingat och ofrivilligt.Nyckelord:

  • 16.
    Berlin, Johan
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Läran om management – föreställningar i ett organisationssamhälle, K. Holmblad-Brunsson. Studentlitteratur, Lund (2013), 230 pp.2014In: Scandinavian Journal of Management, ISSN 0956-5221, E-ISSN 1873-3387, Vol. 30, no 2, p. 257-258Article, book review (Other academic)
  • 17.
    Berlin, Johan
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Mellan offentligt och privat: om styrning, praktik och intressen i hälso- och sjukvården2010In: Nordiske organisasjonsstudier, ISSN 1501-8237, Vol. 12, no 1, p. 90-95Article, book review (Other (popular science, discussion, etc.))
  • 18.
    Berlin, Johan
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Recension av: En illusion av frihet? Företag och organisationer i regelsamhället.2006In: Nordiske organisasjonsstudier, ISSN 1501-8237, Vol. 8, no 4, p. 113-117Article, book review (Other academic)
  • 19.
    Berlin, Johan
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Synchronous work - myth or reality?: a critical study of teams in health and medical care2010In: Journal of Evaluation In Clinical Practice, ISSN 1356-1294, E-ISSN 1365-2753, Vol. 16, no 6, p. 1314-1321Article in journal (Refereed)
    Abstract [en]

    Abstract Rationale, aims and objectives  In this article, ideal conceptions about teamwork are tested. The research question posed is: How are teams in psychiatry formed? Three theoretical concepts that distinguish groups from teams are presented: sequentiality, parallelism and synchronicity. The presumption is that groups cooperate sequentially and teams synchronously, while the parallel work mode is a transitional form between group and team. Methods  Three psychiatric outpatient teams at a university hospital specialist clinic were studied. Data were collected through 25 personal interviews and 82 hours of observations. The data collection was carried out over 18 months (2008–2009). Results  Results show: (1) that the three theoretical distinctions between group and team need to be supplemented with two intermediate forms, semiparallel and semisynchronous teamwork; and (2) that teamwork is not characterized by striving towards a synchronous ideal but instead is marked by an adaptive interaction between sequential, parallel and synchronous working modes. Conclusions  The article points to a new intermediate stage between group and team. This intermediate stage is called semiparallel teamwork. The study shows that practical teamwork is not characterized by a synchronous ideal, but rather is about how to adaptively find acceptable solutions to a series of practical problems. The study emphasizes the importance of the team varying between different working modes, so-called semisystematics.

  • 20.
    Berlin, Johan
    University West, Department of Social and Behavioural Studies.
    Teamarbete: de gemensamma incitamentens betydelse2013In: Att utveckla vården: Erfarenheter av kvalitet, verksamhetsutveckling och förbättringsarbete / [ed] Eriksson, Nomie, Holgers, Kajsa-Mia, Müllern,Tomas, Lund: Studentlitteratur, 2013, 1, p. 223-245Chapter in book (Refereed)
  • 21.
    Berlin, Johan
    University West, Department of Social and Behavioural Studies.
    Teamarbete: ett livsviktigt samspel2013In: Sjuksköterskans kärnkompetenser / [ed] Leksell, Janeth, Lepp, Margret, Stockholm: Liber, 2013, 1, p. 159-177Chapter in book (Refereed)
  • 22.
    Berlin, Johan
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Åhlström, Pär (red.) (2010). Verksamhetsutveckling i världsklass. 1. uppl. Lund: Studentlitteratur2012In: Nordiske organisasjonsstudier, ISSN 1501-8237, Vol. 14, no 1, p. 91-96Article, book review (Other academic)
  • 23.
    Berlin, Johan
    et al.
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Carlström, Eric
    University West, Department of Nursing, Health and Culture, Division of Advanced Nursing.
    Blåljusorganisationer på olycksplatsen: om samverkansminimering2009In: Offentlig sektor och komplexitet: om hantering av mål, strategier och professioner / [ed] Adolfsson, Petra & Solli, Rolf, Lund: Studentlitteratur , 2009, p. 59-79Chapter in book (Other academic)
  • 24.
    Berlin, Johan
    et al.
    Institutionen för vårdvetenskap och hälsa, Göteborgs universitet.
    Carlström, Eric
    University West, Department of Nursing, Health and Culture, Division of Nursing.
    Christensen, Tom (2005). Organisationsteori för offentlig sektor. 1. uppl. Malmö: Liber2007In: Statsvetenskaplig Tidskrift, ISSN 0039-0747, Vol. 109, no 4, p. 94-96Article, book review (Other (popular science, discussion, etc.))
  • 25.
    Berlin, Johan
    et al.
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Carlström, Eric
    Sahlgrenska Akademin, Göteborgs universitet.
    Collaboration Exercises: the lack of collaborative benefits2014In: International Journal of Disaster Risk Science, ISSN 2095-0055, Vol. 5, no 3, p. 192-205Article in journal (Refereed)
    Abstract [en]

    The purpose of this paper is to study what professional emergency personnel learn during collaboration exercises and the benefits of what they have learned. Observations (n=19) and semistructured interviews (n=32) were carried out in conjunction with major exercises held in Sweden (2007–2012). The results show that exercises tend to be based on its own logic, which differs from actual events. Exercise participants believe that they mainly learn single-track, parallel and path-dependent behavior. The exercises do not facilitate the use of cross-boundary activities. This means that learning as well as benefits of the exercises for actual events is limited. The exercises would be more appropriate if those participating had the opportunity to identify weaknesses, try alternative ways as well as had the opportunity to have comprehensive organizational analyses at the conclusion of the exercises. Based on the results of the study, alternative models for the exercises are suggested that contain elements, which develop collaboration and contribute to learning.

  • 26.
    Berlin, Johan
    et al.
    University West, Department of Social and Behavioural Studies.
    Carlström, Eric
    Sahlgrenska Akademin, Göteborgs universitet.
    Cultural camouflage: a critical study of how artefacts are camouflaged and mental health policy subverted2015In: International Journal of Health Planning and Management, ISSN 0749-6753, E-ISSN 1099-1751, Vol. 30, no 2, p. 111-126Article in journal (Refereed)
    Abstract [en]

    This study identifies hidden artefacts in a public organisation. In contrast to earlier studies, itfocuses on artefacts as concealing rather than conveying meaning. Negligent behaviour causedby an unpopular culture was recognised in five psychiatric wards at a Swedish universityhospital. Data comprising observations (87 h) and interviews (n = 60) were collected over aperiod of 48months (2008–2011). Four different items used in everyday work representing adeeper meaning of the organisation were identified during the observations. The items selectedwere work attire, nametags, keys and restraint beds. These were considered particularly promisingwhen it came to the aim of the study, namely, to find out how artefacts are camouflaged. Theobservations and the interviews revealed that these were controversial and contested artefacts inthe organisation. The study uses the term ‘cultural camouflage’ for behaviour that ignores andconsciously conceals symbols that have negative values. This concept contrasts with previousresearch that shows how artefacts are emphasised and how they contribute to the character ofthe activity in a transparent way. Conservative and backward-looking behaviour among staffprovided one explanation as to why artefacts were concealed. Another was the need to establishharmonious internal interactions.

  • 27.
    Berlin, Johan
    et al.
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Carlström, Eric
    University West, Department of Nursing, Health and Culture, Division of Nursing.
    Dolda artefakters betydelse: -En kritisk studie av kulturella uttryck inom psykiatrin2010In: Nordiske organisasjonsstudier, ISSN 1501-8237, Vol. 12, no 2, p. 27-44Article in journal (Refereed)
  • 28.
    Berlin, Johan
    et al.
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Carlström, Eric
    University West, Department of Nursing, Health and Culture, Division of Nursing.
    From artefact to effect: the organising effects of artefacts on teams2010In: Journal of Health Organisation & Management, ISSN 1477-7266, E-ISSN 1758-7247, Vol. 24, no 4, p. 412-427Article in journal (Refereed)
    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.

  • 29.
    Berlin, Johan
    et al.
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Carlström, Eric
    Sahlgrenska Akademin, Göteborgs universitet.
    Från mekanistisk till organisk samverkan mellan blåljusorganisationer2013In: Om samverkan: för utveckling av hälsa och välfärd / [ed] Axelsson, Runo, Bihari Axelsson, Susanna, Lund: Studentlitteratur, 2013, 1, p. 237-254Chapter in book (Refereed)
  • 30.
    Berlin, Johan
    et al.
    University West, Department of Social and Behavioural Studies.
    Carlström, EricSahlgrenska Akademin, Göteborgs universitet.
    Guest editors | Special Issue: Management control, organisation and leadership in the healthcare sector2013Collection (editor) (Refereed)
  • 31.
    Berlin, Johan
    et al.
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Carlström, Eric
    University West, Department of Health Sciences, Specialist Nursing programme. University of Gothenburg.
    Learning and usefulness of collaboration exercises: A study of the three level collaboration (3LC) exercises between the police, ambulance and rescue services2015In: International Journal of Mass Emergencies and Disasters, ISSN 0280-7270, Vol. 33, no 3, p. 428-467Article in journal (Refereed)
    Abstract [en]

    In this article, we studied collaboration exercises (3LC) between the rescue services, ambulance services, and police force, which were developed to enhance learning and usefulness. The exercises’ structure was based on identified deficiencies in previous collaboration exercises. The purpose was to test the exercise model in terms of learning and usefulness. Ten 3LC exercises were observed. A total of 65 semi-structured interviews were conducted (2011–2014) in connection with the exercises. The exercises contained across-boundary elements, seminars, and interactive documentation. The participants were given the opportunity to discuss, analyze, and critically reflect on their efforts. During the seminars, the individual actions were analyzed, which led to alternative strategies that were subsequently tested in a repeated exercise. Our results demonstrate that repetitive features and seminars during collaboration exercises promote learning toward an organic behavior and usefulness in the actual incident work.

  • 32.
    Berlin, Johan
    et al.
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Carlström, Eric
    University West, Department of Nursing, Health and Culture, Division of Nursing.
    Samverkan mellan blåljusorganisationer2011 (ed. 1)Book (Other academic)
    Abstract [sv]

    Samverkan mellan olika yrkesprofessioner på en olycksplats är komplicerat. Mycket på grund av att förväntningarna inte alltid överensstämmer med förutsättningarna. I boken problematiseras agerandet på olycksplatsen. Friktionen mellan yrkesprofessioner lyfts fram och olika beteendemönster diskuteras.I boken tar författarna samverkan från retorik till ett praktiskt redskap, något som är möjligt att konkretisera och utföra praktiskt i det dagliga arbetet. Boken utgör samtidigt en introduktion till övningstekniken 3-nivåsamverkan (3-NS).I den här boken bjuds på flera närgångna beskrivningar. Medarbetare från fältet berättar om sina erfarenheter av samverkan, hur den tillämpas, om vilka möjligheter som finns och vilka svårigheter som behöver hanteras.Boken riktar sig till alla som arbetar i eller i anslutning till blåljusorganisationer. Den kan med fördel användas som lärobok för universitets- och högskolestuderande som läser till yrken inom polis, räddningstjänst eller ambulanssjukvård. Boken passar också för vidareutbildning av redan yrkesverksamma. Den kan även med fördel läsas av forskare, tjänstemän och politiker med intresse för hur framtidens blåljusorganisationer ska ledas, organiseras och styras.

  • 33.
    Berlin, Johan
    et al.
    Göteborgs universitet / Sahlgrenska akademin.
    Carlström, Eric
    University West, Department of Nursing, Health and Culture, Division of Nursing.
    Samverkan på olycksplatsen: om organisatoriska barriäreffekter2009Book (Other academic)
  • 34.
    Berlin, Johan
    et al.
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Carlström, Eric
    University West, Department of Nursing, Health and Culture, Divison of Caring Sciences, postgraduate level. Göteborgs universitet, Sahlgrenska akademin.
    Samverkansövningar: Om lärande och nytta2015 (ed. 1)Book (Other academic)
    Abstract [en]

    This study relates to collaboration exercises, with particular focus on the full-scale exercises between the police, rescue services and ambulance. To succeed in a complex situation, it requires that the personnel’s ability to collaborate across organisations be developed and refined.

    The overall aim of this study was to examine how collaboration is practised and how exercises lead to learning and usefulness. A research summary was initially done in this study. Based on that, a number of key concepts were developed that proved helpful when we followed the Swedish collaboration exercises through interviews and observations. The collected analysis has since been the basis for the design of a new exercise model, 3LC, three-level collaboration. It is based on the experiences we have had in studies of traditional exercises.

    The 3LC exercises that were conducted consisted of two practical sessions and three seminars. Each session was followed by an evaluative seminar with the aim that participants themselves would reflect and develop their patterns of behaviour. The two practical sessions were identical. It gave the participants the opportunity to rehearse and methodically try new approaches. The first exercise session was carried out according to the procedures that normally apply and govern the actions at an actual event. The second exercise session was preceded by a self-critical seminar where participants themselves identified what could be improved for the next exercise session.

    The research project was carried out from 2011 to 2014. A total of 19 collaboration exercises were studied, including 16 full-scale exercises. A total of 97 interviews and 125 hours of observation were carried out in this study. A questionnaire (CLU instrument) was developed, which was answered by 272 exercise participants.

    The study shows that collaborative sessions in the exercises contributed to the participants learning more and having greater usefulness from the exercises. 3LC exercises were perceived to enhance learning by 26 per cent and usefulness by 17 per cent, compared with traditional exercises. Collaborative exercises are benefitted when participants analyse their weaknesses themselves. Repetitive elements where participants try out alternative strategies improve preparedness prior to actual events.

  • 35.
    Berlin, Johan
    et al.
    University West, Department of Social and Behavioural Studies, Division of Social Work and Social Pedagogy.
    Carlström, Eric
    Sjuksköterskan som chef och ledare: en utmaning2017In: Pedagogik för sjuksköterskor / [ed] Håkan Sandberg, Lund, 2017, 1, p. 295-313Chapter in book (Refereed)
  • 36.
    Berlin, Johan
    et al.
    University West, Department of Social and Behavioural Studies.
    Carlström, Eric
    Sahlgrenska Akademin, Göteborgs universitet.
    The dominance of mechanistic behaviour: A critical study of emergency exercises2013In: International Journal of Emergency Management, ISSN 1471-4825, E-ISSN 1741-5071, Vol. 9, no 4, p. 327-350Article in journal (Refereed)
    Abstract [en]

    In this paper, the focus is on emergency exercises between the police, rescue services and ambulance. By practising, it is assumed that the conditions improve for a quick normalisation after an incident. The purpose of this paper is to identify whether the exercises are designed after organic action logic and therefore can be assumed to strengthen the ability to handle emergencies. Data have been collected at two large, regional, full-scale exercises (2008 and 2012). Data collection has been done through observations and document studies. The study shows that mechanistic behaviour is quite prevalent in the two studied exercises. They are time consuming and put little emphasis on practising organic behaviour. Too complex exercise scenarios contribute to a low tempo, long waiting periods and slow implementation. To succeed, the exercises need to have a non-linear time sequence and limited scenarios that invite participants to focus on organisational interfaces.

  • 37.
    Berlin, Johan
    et al.
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Carlström, Eric
    University West, Department of Nursing, Health and Culture, Division of Nursing.
    The yellow line:  a critical study of the symbolic value of artefacts in health care teams2010In: Cognition, Technology & Work, ISSN 1435-5558, E-ISSN 1435-5566, Vol. 12, no 4, p. 251-261Article in journal (Refereed)
    Abstract [en]

    Artefacts reveal an organisation's ''inner life'' and they contribute to its image and reputation. They also play a decisive role for an organisation's development. In this article, similar artefacts from two different health care teams—a trauma team and a psychiatric team—in the same hospital, are compared. The team members were interviewed and their work observed over the course of several years. It was demonstrated that identical pieces of equipment in a trauma team and a psychiatric team signalled opposite values. The psychiatric team was backwardlooking, conservative and contradictory. Modern technology and pieces of equipment were associated with an abandoned and previously criticised activity. The corresponding equipment in the trauma team, on the other hand, signalled a forward looking, developing and unified culture. The trauma team was a relatively new and powerfully idealised phenomenon, which attracted attention. The analysis points out how the symbolic values signal that one activity is attractive and pleasing while another has a low external legitimacy. 

  • 38.
    Berlin, Johan
    et al.
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Carlström, Eric
    University West, Department of Nursing, Health and Culture, Division of Nursing.
    Traumateam - förenklat flöde eller försvårande hinder?2006In: Hälso- och sjukvårdens ekonomi och logistik (HEL), Göteborg: Sahlgrenska akademin vid Göteborgs universitet , 2006, p. 202-209Chapter in book (Other academic)
  • 39.
    Berlin, Johan
    et al.
    University West, Department of Social and Behavioural Studies.
    Carlström, Eric
    Sahlgrenska akademin, Göteborgs universitet.
    Trender som utmanar traditioner: En hälso- och sjukvård i metamorfos2012In: Offentlig Förvaltning. Scandinavian Journal of Public Administration, ISSN 2000-8058, E-ISSN 2001-3310, Vol. 16, no 2, p. 3-23Article in journal (Refereed)
    Abstract [en]

    This article reviews the traditions of the health care industry while challenged by trends. Strong professions, ambiguous and contradictory aims, and a lack of resources have contributed to difficulties managing contradictory needs. One way to handle the situation is to introduce systems based on freedom of choice, inter organisational and professional work, and an improved degree of flexibility. The trends are mainly influenced by New Public Management control models. The mixture of new and traditional types of management control has produced organisational hybrids. These organisational hybrids have contributed to organisational tensions from the old as well as the new in an inconsistent but regenerating way.

  • 40.
    Berlin, Johan
    et al.
    Göteborgs universitet / Sahlgrenska akademin. University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Carlström, Eric
    University West, Department of Nursing, Health and Culture, Division of Nursing.
    Vad övas vid samverkansövningar: - om första initiativeffekt och parallellitet2008In: Nordiske organisasjonsstudier, ISSN 1501-8237, no 4, p. 23-39Article in journal (Other academic)
  • 41.
    Berlin, Johan
    et al.
    University West, Department of Social and Behavioural Studies.
    Carlström, Eric
    University West, Department of Nursing, Health and Culture.
    Why is collaboration minimised at the accident scene?: A critical study of a hidden phenomenon2011In: Disaster Prevention and Management, ISSN 0965-3562, E-ISSN 1758-6100, Vol. 20, no 2, p. 159-171Article in journal (Refereed)
    Abstract [en]

    Purpose - The purpose of this paper is to study why collaboration among police, fire, and ambulance services is minimised at accident scenes. Design/methodology/approach - Observations and semi-structured interviews were carried out during 2007-2008. The data material comprises a total of 248 hours of observations on 20 occasions and 57 interviews with 80 people.Findings - The study identifies the difference between rhetoric and practice in connection with accident work. Collaboration is seen as a rhetorical ideal rather than something that is carried out in normal practice. Asymmetry, uncertainty and lack of incentives are important explanations as to why only limited forms of collaboration are actually implemented.Research limitations/implications - The paper shows a distinction between collaboration as rhetoric and practical collaboration at accident scenes. Practical implications The article proposes a multi-faceted collaboration concept. In this way, collaboration can be developed and refined.Originality/value - The results of the study show that police, fire, and ambulance services want to develop excellent forms of collaboration at the accident scene, but avoid this as it leads to uncertainty and asymmetries and because of a lack of incentives. However, simpler forms of collaboration may be realistic in the organisation of everyday work at accident scenes. 

  • 42.
    Berlin, Johan
    et al.
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Carlström, Eric D.
    University West, Department of Nursing, Health and Culture, Division of Nursing.
    Blåljusövningar och lärande: - en ny typ av samverkansövning2011Conference paper (Refereed)
  • 43.
    Berlin, Johan
    et al.
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Carlström, Eric D.
    University West, Department of Nursing, Health and Culture, Divison of Caring Sciences, postgraduate level. Göteborgs universitet, Sahlgrenska Akademin, Institute of Health and Care Sciences.
    The Three-Level Collaboration Exercise: Impact of Learning and Usefulness2015In: Journal of Contingencies and Crisis Management, ISSN 0966-0879, E-ISSN 1468-5973, Vol. 23, no 4, p. 257-265Article in journal (Refereed)
    Abstract [en]

    The aim of the study was to examine the emergency personnel’s perception of the effects of exercises, with regard to learning and usefulness. The exercises were quasi-experimental and constructed in such a way that employees from different organizations overlapped each other’s tasks. This was accomplished by: having asymmetries included in the scenarios, repeating exercise procedures and testing different strategies, which were discussed at joint seminars. The exercises were compared to a similar study, published in this journal, of nonquasi-experimental but merely traditional exercises. Surveys were distributed and collected from emergency personnel in connection with seven exercises. At the exercises, 94.3% of the personnel thought that the exercises had a focus on collaboration (traditional exercises, 75.6%).

  • 44.
    Berlin, Johan
    et al.
    Göteborgs universitet / Sahlgrenska akademin.
    Carlström, Eric D.
    University West, Department of Nursing, Health and Culture, Division of Nursing.
    Sandberg, Håkan S.
    Mälardalens högskola, Akademin för hälsa, vård och välfärd.
    Typifiering eller normering?: En kritisk studie av teamteoretiska modeller2009In: Företagsekonomisk ämneskonferens 2009: Företagsekonomin i samhället: forskning, ulbildning, relevans 11-12 november 2009, 2009, p. 1-15Conference paper (Refereed)
    Abstract [sv]

    I den här studien fokuseras den starka passion som finns för typologier inom teamforskningen. Det finns typologier av teamprocesser, strukturella teamtyper och modeller för implementering av teamarbete. Vid första anblicken kan man i vissa fall få intrycket av att modellerna utvecklats utan att vara baserade på empiriska fynd och i andra fall att modeller blir en sorts självuppfyllande profetior som döljer möjligheten att urskilja variationer ur empiriska fynd.

    Syftet med denna artikel är att granska samband mellan ett antal typologier och diskutera varför teamarbete uttrycks som stegvisa utvecklingsmodeller. Speciellt fokus läggs på trestegsmodeller, så kallade triader.

    Vi har identifierat och analyserat fem teoretiska triader som beskriver teamarbete. Forskningsfrågan för denna artikel är: Är teamtypologierna värderande på så sätt att de särskiljer excellenta team från mindre framgångsrika, eller klassificerar de utan att värdera teamens grad av excellens? Är de teoretiska modellerna sorterande eller värderande?

  • 45.
    Berlin, Johan
    et al.
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Carlström, Eric
    Sahlgrenska akademin, Göteborgs universitet.
    Sandberg, Håkan
    Akademin för hälsa, vård och välfärd, Mälardalens högskola.
    Models of teamwork: ideal or not?: A critical study of theoretical team models2012In: Team Performance Management, ISSN 1352-7592, E-ISSN 1758-6860, Vol. 18, no 5/6, p. 328-340Article in journal (Refereed)
    Abstract [en]

    Purpose - There is a tendency in team research to employ concepts of stepwise models, reachingfrom the primitive to the excellent, to suggest that a higher level of evolution is better than the basic and simple. This tendency includes typologies of teams. This article aims to question the relevance of this view.

    Design/methodology/approach - Data were collected in three steps. In the first step, articles and books analyzing teams and teamwork from stepwise analytical models were collected. In the second step the collected data were classified into different themes. Each stepwise model was classified into one essential denomination. This classification resulted in eight themes. In the third step each theme was analyzed, which led to the fusion of some of the themes.

    Findings - The conclusion is that a synchronous, complementary or mature team is not necessarily optimal. Contrary to this, a differentiated, sequential or multi team approach can be optimal for some purposes. Team research needs to establish a more open, inductive and critical attitude than at present.

    Originality/value - The paper highlights the need to observe and use team theories in a balanced and critical way.

  • 46.
    Berlin, Johan
    et al.
    Göteborgs universitet / Sahlgrenska akademin.
    Carlström, Eric
    University West, Department of Nursing, Health and Culture, Division of Nursing.
    Sandberg, Håkan
    Mälardalens högskola.
    Team i vård, behandling och omsorg: erfarenheter och reflektioner2009In: Team i vård, behandling och omsorg: erfarenheter och reflektioner / [ed] Johan Berlin, Eric Carlström, Håkan Sandberg, Lund: Studentlitteratur , 2009, p. 15-24Chapter in book (Other academic)
  • 47.
    Berlin, Johan
    et al.
    Göteborgs universitet / Sahlgrenska akademin.
    Carlström, Eric
    University West, Department of Nursing, Health and Culture, Division of Nursing.
    Sandberg, Håkan
    Varför team?2009In: Team i vård, behandling och omsorg: erfarenheter och reflektioner / [ed] Johan Berlin, Eric Carlström, Håkan Sandberg, Lund: Studentlitteratur , 2009, p. 263-276Chapter in book (Other academic)
  • 48.
    Berlin, Johan
    et al.
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Jensen, Christian
    Göteborgs universitet.
    Löfström, Mikael
    Högskolan i Borås .
    Nilsson, Viveka
    Kommunforskning i västsverige (KFi).
    Chefers strategier för att implementera samverkan2016Report (Refereed)
    Abstract [sv]

    Den här studien handlar om interorganisatorisk samverkan inom vård och omsorg. Här studeras vilka strategier som första och andra linjens kommunala chefer använder för att få till stånd en fungerande samverkan. Hur ser hindren ut och vilka strategier och överväganden gör cheferna för att övervinna dem. Den fråga som därför behandlas i denna rapport är; vilka strategier an-vänder kommunala chefer inom vård och omsorg för att implementera samverkan? I studien har data samlats in genom att 21 chefer inom vård och omsorg intervjuats. De chefer som medverkat i studien har alla varit verksamma i kommuner som deltagit i det Nationella kommunforskningsprogrammet, vilka är Borås, Göteborg, Lund, Norrköping, Piteå, Sjöbo och Stockholm. I studien har tre centrala iakttagelser gjorts. Dessa handlar om; 1) att cheferna väljer en form av situationsanpassad strategi beroende på vad sam-verkan har för syfte och med vilka aktörer som samverkan ska genomföras, 2) att cheferna behöver hantera den upplevda intressekonflikten som finns mellan att ta ansvar för den "egna verksamheten" samtidigt som de förväntas ta ansvar för samverkan med andra organisationer och 3) att cheferna har svårt att hantera sitt chefsansvar vid samverkan. Samverkan där linjestyrningen utmanas eller kompletteras med horisontell styrning är lösare reglerad vilket kan leda till oklar ansvarsfördelning och diffus arbetsdelning. Här kan chefer behöva tillägna sig andra uttryck för att utöva sitt ledarskap då den traditionella chefsrollen inte är lika väl anpassad till styrning vid samverkans-situationer.

  • 49.
    Berlin, Johan
    et al.
    University West, Department of Social and Behavioural Studies, Division of Social Pedagogy and Sociology.
    Kastberg, Gustaf
    Lunds universitet, Institutionen för Sevice management.
    Styrning av hälso- och sjukvård2011 (ed. 1)Book (Other academic)
    Abstract [sv]

    I den här boken får du möjlighet att bekanta dig med de styrmodeller som har tillämpats inom vården under de senaste decennierna. Författarna ger en bild av vad de olika modellerna tenderar att leda till på kort respektive lång sikt. Trender, regler, resultat, arbetsfördelning och de speciella förutsättningar som gäller för styrning i professionella organisationer behandlas.Boken riktar sig till utbildningar inom hälso- och sjukvårdsadministration, vårdvetenskap, socialt arbete, arbetsvetenskap, offentlig förvaltning, företagsekonomi och service management samt till praktiskt yrkesverksamma. Den kan även med fördel läsas av forskare, tjänstemän och politiker med intresse för hur framtidens hälso- och sjukvård ska organiseras och styras.

  • 50.
    Berlin, Johan M
    et al.
    Göteborg University, School of Public Administration,.
    Carlström, Eric
    University West, Department of Nursing, Health and Culture, Division of Nursing.
    The 20-minute team: a critical case study from the emergency room2008In: Journal of Evaluation In Clinical Practice, ISSN 1356-1294, E-ISSN 1365-2753, Vol. 14, no 4, p. 569-576Article in journal (Refereed)
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