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Karlsson, L., Erlandsson, L.-K., Cregård, A., Nordgren, L. & Lydell, M. (2023). Taking control of one's everyday life - a qualitative study of experiences described by participants in an occupational intervention. BMC Public Health, 23(1), Article ID 605.
Open this publication in new window or tab >>Taking control of one's everyday life - a qualitative study of experiences described by participants in an occupational intervention
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2023 (English)In: BMC Public Health, E-ISSN 1471-2458, Vol. 23, no 1, article id 605Article in journal (Refereed) Published
Abstract [en]

BACKGROUND: Sick leave due to stress-related ill-health is increasing and is often caused by occupational imbalance. These types of issues tend to affect both the ability to work and cope with everyday life, as well as the overall experience of health, negatively. There is still little knowledge on how to prepare people and workplaces for the return-to-work process after participation in a work rehabilitation program due to stress and occupational ill-health. Therefore, this study aimed to describe what is needed to achieve a balanced everyday life that includes paid work as experienced by individuals who had participated in a ReDO® intervention due to occupational imbalance and ill-health. METHODS: The concluding notes from 54 informants' medical records were used for qualitative content analysis. The informants had participated in an occupational therapy group intervention to promote occupational health and regain full work capacity. RESULTS: The analysis resulted in one major theme and four categories describing how the informants perceive that they must take control of their everyday life as a whole. By doing so, they need to work with structurization and prioritization, social interaction, boundary setting, and occupational meaningfulness. CONCLUSION: The study indicates a highly relational process, where it is impossible to divide life into private and work, and presupposes balance in everyday life in multiple dimensions. Its contribution includes the formulation of perceived needs in the transition between intervention and return to work and could, through further research, be used to generate a more effective and sustainable return- and rehabilitation models. © 2023. The Author(s).

Place, publisher, year, edition, pages
London: BioMed Central (BMC), 2023
Keywords
Empowerment, Everyday life, Health, Home-related demands, Mental illness, Occupational balance, ReDO®, Stress, Work
National Category
Occupational Therapy
Identifiers
urn:nbn:se:hh:diva-51219 (URN)10.1186/s12889-023-15515-z (DOI)000984101900002 ()36997894 (PubMedID)2-s2.0-85151315898 (Scopus ID)
Note

Funding agency:

Centre of Clinical Research at Region Sormland

Halmstad University

Available from: 2023-07-06 Created: 2023-07-06 Last updated: 2023-08-28Bibliographically approved
Cregård, A. (2022). Municipal technostructure: reacting to team development education from above. Public Money & Management, 42(8), 616-626
Open this publication in new window or tab >>Municipal technostructure: reacting to team development education from above
2022 (English)In: Public Money & Management, ISSN 0954-0962, E-ISSN 1467-9302, Vol. 42, no 8, p. 616-626Article in journal (Refereed) Published
Abstract [en]

This paper explains a growing function in today’s public organizations: the technostructure. It reports on the outcomes of an educational programme to develop teams comprising HR, financial and organizational development managers in a Swedish municipality in order to achieve joint support to line managers. The three groups emphasized the importance of their dissimilar work areas and their differences vis-à-vis other administrative occupations with presumably simpler tasks, and showed their indispensability. The groups’ relations were strengthened, but not their actual joint support to line managers. The paper contributes to the literature on professionalized technostructures and organizational change. © 2020 Informa UK Limited, trading as Taylor & Francis Group.

Place, publisher, year, edition, pages
Oxon: Routledge, 2022
Keywords
Boundaries, professionalism, taskwork, teamwork, technostructure
National Category
Business Administration
Identifiers
urn:nbn:se:hh:diva-46480 (URN)10.1080/09540962.2020.1838089 (DOI)000586056300001 ()2-s2.0-85095813064 (Scopus ID)
Available from: 2022-03-29 Created: 2022-03-29 Last updated: 2023-01-12Bibliographically approved
Cregård, A. & Corin, L. (2019). Public sector managers: the decision to leave or remain in a job. Human Resource Development International, 22(2), 158-176
Open this publication in new window or tab >>Public sector managers: the decision to leave or remain in a job
2019 (English)In: Human Resource Development International, ISSN 1367-8868, E-ISSN 1469-8374, Vol. 22, no 2, p. 158-176Article in journal (Refereed) Published
Abstract [en]

The public sector faces a grave problem as far as managerial retention as the result of the increasing number of retirements and of voluntary resignations. Despite the vital interest in managerial turnover in the public sector, research is scarce. This study, which increases our understanding of why public sector managers leave their positions, takes a qualitative and narrative research approach in examining voluntary turnover. Interviews were conducted with operations managers (in education, social care, and technical activities) at three Swedish municipalities. We identify a multitude of environment push and pull factors with a focus on administrative support, supervisory support and illegitimate tasks. The narratives of managerial turnover reveal the complexity of the decision to leave or remain in a job, containing a mixture of push and pull factors, negative feelings, unmet expectations and extraordinary events. Three possible HRD actions to decrease undesirable managerial turnover are identified: re-work organizational structures; re-model job characteristics; and re-examine managerial turnover decisions as a long and complex process. Our hope is that the findings are used for ultimately create healthy organizations. © 2019 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group.

Place, publisher, year, edition, pages
Abingdon: Routledge, 2019
Keywords
Manager, mobility, public sector, turnover, working conditions
National Category
Business Administration
Identifiers
urn:nbn:se:hh:diva-41473 (URN)10.1080/13678868.2018.1563749 (DOI)000470068000004 ()2-s2.0-85059911503 (Scopus ID)
Funder
AFA Insurance, Dnr 100100
Available from: 2020-01-31 Created: 2020-01-31 Last updated: 2020-03-24Bibliographically approved
Cregård, A., Berntson, E. & Tengblad, S. (Eds.). (2018). Att leda i en komplex organisation: Utmaningar och nya perspektiv för chefer i offentlig verksamhet. Stockholm: Natur och kultur
Open this publication in new window or tab >>Att leda i en komplex organisation: Utmaningar och nya perspektiv för chefer i offentlig verksamhet
2018 (Swedish)Collection (editor) (Refereed)
Place, publisher, year, edition, pages
Stockholm: Natur och kultur, 2018. p. 219
National Category
Public Administration Studies
Identifiers
urn:nbn:se:hh:diva-38588 (URN)978-91-27-82254-2 (ISBN)978-91-27-82429-4 (ISBN)
Funder
Forte, Swedish Research Council for Health, Working Life and Welfare
Available from: 2018-12-13 Created: 2018-12-13 Last updated: 2019-01-17Bibliographically approved
Cregård, A. & Eriksson, N. (2018). Chefskap i professionella organisationer: Läkare som chefer. In: Anna Cregård, Erik Berntson & Stefan Tengblad (Ed.), Att leda i en komplex organisation: Utmaningar och nya perspektiv för chefer i offentlig verksamhet (pp. 71-84). Stockholm: Natur och kultur
Open this publication in new window or tab >>Chefskap i professionella organisationer: Läkare som chefer
2018 (Swedish)In: Att leda i en komplex organisation: Utmaningar och nya perspektiv för chefer i offentlig verksamhet / [ed] Anna Cregård, Erik Berntson & Stefan Tengblad, Stockholm: Natur och kultur, 2018, p. 71-84Chapter in book (Refereed)
Place, publisher, year, edition, pages
Stockholm: Natur och kultur, 2018
National Category
Public Administration Studies
Identifiers
urn:nbn:se:hh:diva-38590 (URN)978-91-27-82254-2 (ISBN)978-91-27-82429-4 (ISBN)
Funder
Forte, Swedish Research Council for Health, Working Life and Welfare
Available from: 2018-12-13 Created: 2018-12-13 Last updated: 2019-02-05Bibliographically approved
Cregård, A., Berntson, E., Tengblad, S., Andersson, P. & Lindgren, H. (2018). En introduktion till ledarskap och organisatorisk komplexitet. In: Anna Cregård, Erik Berntson & Stefan Tengblad (Ed.), Att leda i en komplex organisation: Utmaningar och nya perspektiv för chefer i offentlig verksamhet (pp. 9-21). Stockholm: Natur och kultur
Open this publication in new window or tab >>En introduktion till ledarskap och organisatorisk komplexitet
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2018 (Swedish)In: Att leda i en komplex organisation: Utmaningar och nya perspektiv för chefer i offentlig verksamhet / [ed] Anna Cregård, Erik Berntson & Stefan Tengblad, Stockholm: Natur och kultur, 2018, p. 9-21Chapter in book (Refereed)
Place, publisher, year, edition, pages
Stockholm: Natur och kultur, 2018
National Category
Public Administration Studies
Identifiers
urn:nbn:se:hh:diva-38589 (URN)978-91-27-82429-4 (ISBN)978-91-27-82254-2 (ISBN)
Funder
Forte, Swedish Research Council for Health, Working Life and Welfare
Available from: 2018-12-13 Created: 2018-12-13 Last updated: 2019-02-05Bibliographically approved
Cregård, A. (2018). Inter-occupational cooperation and boundary work in the hospital setting. Journal of Health Organization & Management, 32(5), 658-673
Open this publication in new window or tab >>Inter-occupational cooperation and boundary work in the hospital setting
2018 (English)In: Journal of Health Organization & Management, ISSN 1477-7266, E-ISSN 1758-7247, Vol. 32, no 5, p. 658-673Article in journal (Refereed) Published
Abstract [en]

Purpose: The purpose of this paper is to add a little piece to the research on boundary work and inter-occupational cooperation by addressing two questions: how do actors perform boundary work in an inter-occupational cooperation project that seeks to improve the personnel health work in a hospital setting? What impact does the boundary work have on such cooperation in the personnel health project?

Design/methodology/approach: The study is based on individual, in-depth interviews and participative observations of focus group discussions conducted at a regional municipal organization in Sweden. Respondents are hospital line managers, experts and strategists in the HR departments, and experts from the internal occupational health service.

Findings: The concepts on boundary work, which include closing/opening boundary strategies, provide the framework for the empirical illustrations. The cooperation runs smoothly in the rehabilitation work because of an agreed upon process in which the professionals’ jurisdictions are preserved through closing strategies. Illness prevention and health promotion are not areas of inter-occupational cooperation because the stronger actors use closing strategies. While the weaker actors, who try to cooperate, use opening boundary strategies in these areas, they are excluded or marginalized.

Research limitations/implications: The empirical investigation concerns one cooperation project and was completed at one data collection point.

Originality/value: No similar study of boundary work and inter-occupational cooperation in a hospital setting is available despite the frequency of this professional group configuration in practice. A more inclusive concept of professionalism may facilitate the study of boundary work and inter-occupational cooperation among actors with different professional authority. © Emerald Publishing Limited 2018

Place, publisher, year, edition, pages
Bingley: Emerald Group Publishing Limited, 2018
Keywords
Collaboration, Cooperation, Boundary work, Jurisdiction, Occupation, Personnel health
National Category
Public Administration Studies Health Care Service and Management, Health Policy and Services and Health Economy
Identifiers
urn:nbn:se:hh:diva-38592 (URN)10.1108/JHOM-10-2016-0188 (DOI)000443420800002 ()2-s2.0-85050680926 (Scopus ID)
Funder
AFA Insurance
Available from: 2018-12-13 Created: 2018-12-13 Last updated: 2021-06-14Bibliographically approved
Cregård, A., Forsberg, T. & Berntson, E. (2018). Models for cooperation between line-managers and techno structure experts: creating value and professionalization in local government. In: : . Paper presented at XXII IRSPM Annual Conference 2018, Edinburgh, United Kingdom, 11-13 April, 2018.
Open this publication in new window or tab >>Models for cooperation between line-managers and techno structure experts: creating value and professionalization in local government
2018 (English)Conference paper, Published paper (Refereed)
Abstract [en]

In recent years the number of people working within the techno structure in public sector organizations has increased, for example within human resource, communication, financial control, and general administration, just as Mintzberg (1993) foresaw already in the beginning of the 1980’s[1]. Many of these occupations have initiated a professionalization process, which among other things has resulted in an increased focus on developing the profession itself, strengthening boundaries towards other occupations and functions, and elevating the jurisdiction. For example within local government human resource and communication functions the jurisdictional claim has been transferred from the operative, hands-on work to more strategic work and in partnership with strategic management[2]. The techno structure experts can be described as more professional, more knowledgeable and highly skilled, but also more detached from the everyday work of civil servants and operative managers trying to execute the public organization’s mission, hence creating public value.

Professionalization within the local governments’ techno structure is theoretically interesting. For example there is a matter of gender, since women mostly inhabit the techno structure functions. It is also interesting from a cooperation and boundary work point of view, since different models of cooperation contain different logics of negotiations, conflict and agreements. And cooperation is hard to achieve, since that requires actual prioritization and redistribution of resources[3]. In this study our aim is to develop knowledge on cooperation models between the techno structure experts and line-managers in order to create sustainable and healthy organizing that can foster public value creation. Following Zhou, et al.[4] inter-occupational cooperation is defined here as working together across boundaries in order to achieve common goals, emphasizing the multi-actor and multi-occupational relationships.

In order to investigate the content and effects of different models of cooperation we have conducted case studies in three Swedish local governments, including focus group interviews, survey data and secondary sources. We have also re-analyzed both survey data and interview data from our previous investigations on related issues in local governments.

We present three analytical models of cooperation between line-managers and techno structure experts, derived from the empirical investigation. The three models are built up by different logics, and hence create different levels of value to the public organization and common good on the one hand, and to the different functions and professions involved on the other hand. The models may be used as analytical tools for empirical and normative work for the development of the public organization, but also as a foundation for adding a little piece of the theoretical puzzle of how to create cooperation and value within local government organizations. 

  

[1] Mintzberg, H. (1993). Structure in fives: Designing effective organizations. Prentice-Hall, Inc. 

[2] Condrey, S.E. (2015). Public Human Resource Management: How We Get Where We are Today. Riccucci, N. M. (ed) Public Personnel Management. 1-13. Routledge. 

[3] Ashkenas, R. (2015). There’s a Difference Between Cooperation and Collaboration. Harvard Business Review, April 20, 1-6. 

[4] Zhou, J., et al. (2014). Making collaborators happy: The outcome priming effect in integrative negotiation. Public Personnel Management, 43(3), 290-300.

National Category
Public Administration Studies
Identifiers
urn:nbn:se:hh:diva-38593 (URN)
Conference
XXII IRSPM Annual Conference 2018, Edinburgh, United Kingdom, 11-13 April, 2018
Funder
AFA Insurance
Available from: 2018-12-13 Created: 2018-12-13 Last updated: 2019-01-04Bibliographically approved
Tengblad, S., Berntson, E. & Cregård, A. (2018). Organisatorisk komplexitet är också en möjlighet. In: Anna Cregård, Erik Berntson & Stefan Tengblad (Ed.), Att leda i en komplex organisation: Utmaningar och nya perspektiv för chefer i offentlig verksamhet (pp. 183-195). Stockholm: Natur och kultur
Open this publication in new window or tab >>Organisatorisk komplexitet är också en möjlighet
2018 (Swedish)In: Att leda i en komplex organisation: Utmaningar och nya perspektiv för chefer i offentlig verksamhet / [ed] Anna Cregård, Erik Berntson & Stefan Tengblad, Stockholm: Natur och kultur, 2018, p. 183-195Chapter in book (Other (popular science, discussion, etc.))
Place, publisher, year, edition, pages
Stockholm: Natur och kultur, 2018
National Category
Public Administration Studies
Identifiers
urn:nbn:se:hh:diva-38591 (URN)978-91-27-82429-4 (ISBN)978-91-27-82254-2 (ISBN)
Funder
Forte, Swedish Research Council for Health, Working Life and Welfare
Available from: 2018-12-13 Created: 2018-12-13 Last updated: 2019-09-27Bibliographically approved
Cregård, A. & Solli, R. (2018). Top managerial role in transition – or not? Trajectories during 20 years in Swedish local government. In: : . Paper presented at XXII IRSPM Annual Conference 2018, Edinburgh, United Kingdom, 11-13 April, 2018.
Open this publication in new window or tab >>Top managerial role in transition – or not? Trajectories during 20 years in Swedish local government
2018 (English)Conference paper, Published paper (Refereed)
Abstract [en]

The top municipal managers – the CEOs – hold an important role in the Swedish municipalities. He or she is the highest non-politically appointed official, in charge of the administration. Often the position has ensured stability in municipalities with high turnover on politicians and changing political majority, and with the position also comes a comprehensive and professional bureaucracy. The municipal services are extensive in Sweden, and are characterized by high competence, independence from state intervention and a wide-ranging scope. Politics and management usually work close to each other. However, this makes the position of the municipal CEO both influential and difficult, as she or he moves in and between major political issues but always has to be perceived as apolitical and objective. The position is formally unregulated and is often described in terms of understanding and making sense about a golden interface. In this paper we analyze the past, present and the future of Swedish municipal administrative governance based on the perspective of the municipal CEO. We also discuss effects of the development of the role and its performance. We conclude by suggesting how the role - and thus also part of the municipal governance - could develop in the future.

Two theoretical frameworks form the basis of our studies. Institutional theory forms the basis for analyzing path dependencies and change. Theoretical concepts of leadership form the basis for studying the managerial role of the municipal CEO. The framework provides the starting point for our operationalization of questions to a questionnaire sent to all Swedish municipal CEOs every five years for a 20-year period (a total of five times starting in 1995). In addition to the survey data, we use longitudinally collected interview data as well as secondary sources.

Our investigations reveal that the municipal CEO holds his or her position in a shorter period (increased turnover) grows older and the proportion of women is increasing rapidly and steadily. The CEO puts less emphasis on economic crisis management, but puts more emphasis on ensuring compliance with rules, giving politicians advice and planning for regional development with other municipalities’ CEO. Comparing to other countries' corresponding positions, we notice that the Swedish municipal CEO has much in common with Northern Europe's local administrations, but not with Southern Europe's countries or Great Britain. The leadership style is more participatory than authoritative even if this changes slightly over the years. The CEOs describe their role as difficult, especially in relation to the political level. The changes in the role during the investigated 20 years suggest there are at least three trajectories to choose from in the future: 1) to become increasingly political (and perhaps even politically appointed), 2) to be clearly separated from the political level through increased formal regulation, or 3) to support continued informal interpreting of the mystic and undefined golden interface.

National Category
Public Administration Studies
Identifiers
urn:nbn:se:hh:diva-38594 (URN)
Conference
XXII IRSPM Annual Conference 2018, Edinburgh, United Kingdom, 11-13 April, 2018
Available from: 2018-12-13 Created: 2018-12-13 Last updated: 2019-01-04Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0001-8823-4423

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