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  • 1.
    Johansson, Janet
    et al.
    Stockholm University, Sweden.
    Tienari, Janne
    Hanken School of Economics, Finland.
    Valtonen, Anu
    University of Lapland, Finland.
    The body, identity and genderin managerial athleticism2017In: Human Relations, ISSN 0018-7267, E-ISSN 1741-282X, Vol. 70, no 9, p. 1141-1167, article id doi/10.1177/0018726716685161Article in journal (Refereed)
  • 2. Mork, Bjorn E.
    et al.
    Hoholm, Thomas
    Maaninen-Olsson, Eva
    Mälardalen University, School of Business, Society and Engineering.
    Aanestad, Margunn
    Changing practice through boundary organizing: A case from medical R&D2012In: Human Relations, ISSN 0018-7267, E-ISSN 1741-282X, Vol. 65, no 2, p. 263-288Article in journal (Refereed)
    Abstract [en]

    This article contributes to our understanding of practices in innovating organizations. Previous studies have demonstrated how breakthroughs in knowledge may fail to be translated into practices if they are not aligned with existing practices, or if they cut across established boundaries and power structures. By drawing upon an ethnographic study of a medical R&D department that has been highly successful in developing new medical practices, this article investigates how such challenges can be overcome. To date, much of the literature has focused on coordination across single, well-defined boundaries. We here extend this focus and introduce the notion of 'boundary organizing' to analyse highly political and contingent processes of innovation and change within and across different practices. We add to existing literature by highlighting how the handling of multiple boundaries, the indirect effects of boundary work, the negotiation of mutual benefits and interests, and mutual adaptation are key aspects of boundary organizing.

  • 3.
    von Thiele Schwarz, Ulrica
    et al.
    Karolinska Institutet, Sweden.
    Nielsen, Karina M
    Sheffield University, UK.
    Stenfors-Hayes, Terese
    Karolinska Institutet, Sweden.
    Hasson, Henna
    Karolinska Institutet, Sweden.
    Using kaizen to improve employee well-being: Results from two organizational intervention studies2017In: Human Relations, ISSN 0018-7267, E-ISSN 1741-282X, Vol. 70, no 8, p. 966-993Article in journal (Refereed)
    Abstract [en]

    Participatory intervention approaches that are embedded in existing organizational structures may improve the efficiency and effectiveness of organizational interventions, but concrete tools are lacking. In the present article, we use a realist evaluation approach to explore the role of kaizen, a lean tool for participatory continuous improvement, in improving employee well-being in two cluster-randomized, controlled participatory intervention studies. Case 1 is from the Danish Postal Service, where kaizen boards were used to implement action plans. The results of multi-group structural equation modeling showed that kaizen served as a mechanism that increased the level of awareness of and capacity to manage psychosocial issues, which, in turn, predicted increased job satisfaction and mental health. Case 2 is from a regional hospital in Sweden that integrated occupational health processes with a pre-existing kaizen system. Multi-group structural equation modeling revealed that, in the intervention group, kaizen work predicted better integration of organizational and employee objectives after 12 months, which, in turn, predicted increased job satisfaction and decreased discomfort at 24 months. The findings suggest that participatory and structured problem-solving approaches that are familiar and visual to employees can facilitate organizational interventions.

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