Implementing Interorganizational Cooperation in Labour Market Reintegration: A Case Study
2012 (English)In: Journal of occupational rehabilitation, ISSN 1053-0487, E-ISSN 1573-3688, Vol. 22, no 2, 209-219 p.Article in journal (Refereed) Published
Introduction To bring people with complex medical, social and vocational needs back to the labour market, interorganizational cooperation is often needed. Yet, studies of processes and strategies for achieving sustainable interorganizational cooperation are sparse. The aim of this study was to analyse the implementation processes of Swedish legislation on financial coordination, with specific focus on different strategies for and perspectives on implementing interorganizational cooperation.
Methods A multiple-case study was used, where two local associations for financial coordination were studied in order to elucidate and compare the development of cooperative work in two settings. The material, collected during a 3-year period, consisted of documents, individual interviews with managers, and focus groups with officials.
Results Two different implementation strategies were identified. In case 1, a linear strategy was used to implement cooperative projects, which led to difficulties in maintaining cooperative work forms due to a fragmented and time-limited implementation process. In case 2, an interactive strategy was used, where managers and politicians were continuously involved in developing a central cooperation team that became a central part of a developing structure for interorganizational cooperation. An interactive cooperation strategy with long-term joint financing was here shown to be successful in overcoming organizational barriers to cooperation. Conclusions It is suggested that a strategy based on adaptation to local conditions, flexibility and constant evaluation is preferred for developing sustainable interorganizational cooperation when implementing policies or legislation affecting interorganizational relationships.
Place, publisher, year, edition, pages
Springer, 2012. Vol. 22, no 2, 209-219 p.
Organizational case studies, sick-leave, unemployment, work disability, implementation
IdentifiersURN: urn:nbn:se:liu:diva-71701DOI: 10.1007/s10926-011-9337-xISI: 000302812100006PubMedID: 22033650OAI: oai:DiVA.org:liu-71701DiVA: diva2:453075