liu.seSearch for publications in DiVA
Change search
Refine search result
1 - 7 of 7
CiteExportLink to result list
Permanent link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • oxford
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf
Rows per page
  • 5
  • 10
  • 20
  • 50
  • 100
  • 250
Sort
  • Standard (Relevance)
  • Author A-Ö
  • Author Ö-A
  • Title A-Ö
  • Title Ö-A
  • Publication type A-Ö
  • Publication type Ö-A
  • Issued (Oldest first)
  • Issued (Newest first)
  • Created (Oldest first)
  • Created (Newest first)
  • Last updated (Oldest first)
  • Last updated (Newest first)
  • Disputation date (earliest first)
  • Disputation date (latest first)
  • Standard (Relevance)
  • Author A-Ö
  • Author Ö-A
  • Title A-Ö
  • Title Ö-A
  • Publication type A-Ö
  • Publication type Ö-A
  • Issued (Oldest first)
  • Issued (Newest first)
  • Created (Oldest first)
  • Created (Newest first)
  • Last updated (Oldest first)
  • Last updated (Newest first)
  • Disputation date (earliest first)
  • Disputation date (latest first)
Select
The maximal number of hits you can export is 250. When you want to export more records please use the Create feeds function.
  • 1.
    Fogelberg Eriksson, Anna
    et al.
    Linköping University, Department of Behavioural Sciences and Learning. Linköping University, Department of Behavioural Sciences and Learning, Learning in Working Life and Educational Settings. Linköping University, Department of Behavioural Sciences, Managing Mobility for Learning, Health and Innovation (HELIX). Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Behavioural Sciences and Learning, Work and Working Life.
    Gustavsson, Maria
    Linköping University, Department of Behavioural Sciences and Learning. Linköping University, Department of Behavioural Sciences and Learning, Learning in Working Life and Educational Settings. Linköping University, Department of Behavioural Sciences, Managing Mobility for Learning, Health and Innovation (HELIX). Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Behavioural Sciences and Learning, Work and Working Life.
    Situated gendered learning in management2009In: 6th International Conference on Researching Work and Learning, Roskilde 28 June - 1 July, 2009, 2009, p. 1-17Conference paper (Refereed)
  • 2.
    Gustavsson, Maria
    Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Behavioural Sciences and Learning, Work and Working Life. Linköping University, Department of Behavioural Sciences and Learning, Learning in Working Life and Educational Settings. Linköping University, Department of Behavioural Sciences, Managing Mobility for Learning, Health and Innovation (HELIX).
    Facilitating expansive learning in a public sector organization2009In: Studies in Continuing Education, ISSN 0158-037X, E-ISSN 1470-126X, Vol. 31, no 3, p. 245-259Article in journal (Refereed)
    Abstract [en]

    The aim of this article is to discuss how learning opportunities can be organized to promote expansive learning in work practice. The discussion draws on results from a case study examining local development work and conditions that facilitate processes of expansive learning in a work team within a public sector organization in a Swedish municipality. An interactive research design was used. Data were collected over almost four years through individual and group interviews with 12 workers in a work team and their three managers. In addition data were collected through observations of team meetings. The findings demonstrate that work can be organized as a learning environment to facilitate expansive learning even in a resource-limited public sector organization. Furthermore, patterns of expansive learning were evident in the work team's new work activities and new relationships in the organization. The findings also demonstrate the need to support managers in developing a role to facilitate expansive learning. However, the need for and extent of external support for promoting expansive learning in practice vary in different situations and stages during the development work.

  • 3.
    Gustavsson, Maria
    Linköping University, Department of Behavioural Sciences and Learning, Learning in Working Life and Educational Settings. Linköping University, Department of Behavioural Sciences, Managing Mobility for Learning, Health and Innovation (HELIX). Linköping University, Faculty of Arts and Sciences. Linköping University, Department of Behavioural Sciences and Learning, Work and Working Life.
    Organisering och rörlighetsmönster vid omställningsarbete i ett verkstadsindustriföretag2009Report (Other academic)
    Abstract [sv]

    Syftet med denna rapport är att kartlägga och bidra till en ökad förståelse för ett omställningsarbete inom ett verkstadsindustriföretag samt individers benägenhet att under dessa omständigheter bryta upp från arbetet, yrket eller arbetsplatsen och söka sig vidare arbets- och yrkesmässigt. Omställningsarbetet som är i fokus initierades i företaget hösten 2004 och fortsatte därefter gradvis 2005 och trappades upp med varsel om uppsägning i början av 2006. Av de 350 som fick lämna företaget träffade cirka 200 anställda individuella uppgörelser med arbetsgivaren, medan 146 blev uppsagda. Arbetsgivaren omskolade också cirka hundra anställda till bristyrken i företaget. Omställningsarbetet pågick därefter under 2007 och 2008.

    En interaktiv forskningsansats har tillämpats i detta forsknings- och utvecklingsprojekt, vilket betyder att planering och genomförande av forskningsarbetet skett i dialog med praktiker. Den empiriska basen utgörs i huvudsak av nio aktörsintervjuer samt tjugo intervjuer med individer som på olika sätt kom i kontakt med omställningsarbetet och dess åtgärder: omskolning, individuella uppgörelser och uppsägning.

    Resultaten i denna studie visar att i detta omställningsarbete framträder tre generella rörlighetsmönster: stannarna, lämnarna och återanställda lämnarna.Stannarna är de individer som aktivt valde att vara kvar på företaget och som senare omskolades till nytt yrke. Lämnarna är de som valde att lämna företaget för en ny arbets- och yrkesmässig karriär. Återanställda lämnarna är de som tvingades byta arbete, men senare aktivt valde att återvända till företaget. Man kan utifrån resultaten i denna studie också konstatera att vissa individer varit mer utvecklingsorienterade än andra. Det kan finnas en mängd förklaringar till ett mer utvecklingsorienterat förhållnings- och handlingssätt men tre aspekter verkar ha varit betydande: (a) individens personliga förutsättningar, (b) viljan till att frivilligt röra sig inom eller från företaget, samt (c) omgivningens stöd och tillfälligheter som inträffat under omställningsarbetet. Yttre omständigheter som under omställningsarbete kan ha fungerat som stöd i individernas sökande efter annat jobb eller annan sysselsättning, och som kan ha ökat rörligheten inom eller från företaget är: omställningsarbetets organisering, aktörernas tidiga involvering och tidiga samarbetsinsatser, erbjudande om olika typer av omställningsåtgärder/aktiviteter däribland verktygslådan samt löpande personalavveckling parallellt med stegvis personalomflyttning.

  • 4.
    Pettersen, Jostein
    Linköping University, Department of Management and Engineering, Quality Technology and Management. Linköping University, Department of Behavioural Sciences, Managing Mobility for Learning, Health and Innovation (HELIX). Linköping University, The Institute of Technology.
    Defining lean production: some conceptual and practical issues2009In: The TQM Journal, ISSN 1754-2731, E-ISSN 1754-274X, Vol. 21, no 2, p. 127-142Article in journal (Refereed)
    Abstract [en]

    Purpose – The purpose of this paper is to investigate the definition of lean production and the methods and goals associated with the concept as well as how it differs from other popular management concepts. '

    Design/methodology/approach – The paper is based on a review of the contemporary literature on lean production, both journal articles and books.

    Findings – It is shown in the paper that there is no consensus on a definition of lean production between the examined authors. The authors also seem to have different opinions on which characteristics should be associated with the concept. Overall it can be concluded that lean production is not clearly defined in the reviewed literature. This divergence can cause some confusion on a theoretical level, but is probably more problematic on a practical level when organizations aim to implement the concept. This paper argues that it is important for an organization to acknowledge the different variations, and to raise the awareness of the input in the implementation process. It is further argued that the organization should not accept any random variant of lean, but make active choices and adapt the concept to suit the organization's needs. Through this process of adaptation, the organization will be able to increase the odds of performing a predictable and successful implementation.

    Originality/value – This paper provides a critical perspective on the discourse surrounding lean production, and gives an input to the discussion of the implementation of management models.

  • 5.
    Pettersen, Jostein
    Linköping University, Department of Behavioural Sciences, HELIX. Linköping University, Department of Management and Engineering, Quality Technology and Management . Linköping University, The Institute of Technology.
    Implementing Lean Production: Lost in Translation?2008In: 40th Annual Conference on the Nordic Ergonomics Society, Reykjavik, 2008Conference paper (Refereed)
    Abstract [en]

    Organizational change is sometimes assumed to be a linear and predictive process, but the majority of change initiatives end in failure (cf. Beer, 2003). The results of the change initiative often differ from the initial ambitions, indicating that theories of translation may be useful in analyses of change processes.

    The purpose of this paper is to investigate and analyze the early stages of implementing a lean-type production system in a large Swedish manufacturing company. Representatives from all organizational levels within the studied company have been interviewed. The interviews have been analyzed from an Actor-network perspective, using translation as a key component.

    The company has not achieved the results that were expected, and in certain areas, the focus of the initial ideas has shifted in unforeseen directions. The analysis shows that this is a result of the translation of the core ideas of the new production concept (lean production).

    A key finding is that the implementation process has allowed too much room for translation, thereby increasing the risk of change failure. The paper shows that people in managerial positions can benefit from taking the processes of translation into account in their work. Considerable efforts should be directed towards understanding the actors’ frames of reference and design information that suits the actors’ needs.

    The paper uses Michel Callon’s framework for sociology of translation in the context of organizational change and on various levels of abstraction. The paper shows how the a translation perspective can be useful in researching processes of organizational change.

  • 6.
    Pettersen, Jostein
    Linköping University, Department of Behavioural Sciences, HELIX. Linköping University, Department of Management and Engineering, Quality Technology and Management . Linköping University, The Institute of Technology.
    Quality Management in Swedish Industry: Concepts, Practices and Knowledge Base2009In: The 12th international QMOD conference, 2009Conference paper (Refereed)
    Abstract [en]

    Purpose: The purpose of the paper is to identify different strategies in the application of Quality Management in Swedish industry. This purpose is divided into two questions; (1) what kind of management practices are applied in relation to which management concepts and (2) where do the organizations turn to seek knowledge about the applied concepts.

    Methodology/Approach: A questionnaire survey was performed, where production managers in Swedish industry were requested to rate their rate of application of various management concepts and practices as well as their use of various information sources. Principal Component Analysis was applied to find patterns in the data, and cluster analysis was performed on the principal component loadings to identify groups of information sources, concepts and practices.

    Findings: The analysis shows that three distinctive approaches to Quality Management can be identified, based on TQM/Six Sigma, TPS/Lean Production and ISO9000 respectively. In terms of seeking knowledge, there are also three distinct strategies: (1) a formal approach, focusing on external sources of information, such as university courses and professional networks; (2) an informal approach, focusing on easily accessible information in journals and the Internet; (3) a consultant based approach, seeking information mainly from management consultants. The consultant based approach seems to apply to all management concepts, whereas the two other approaches seem to be independent of the choice of concept.

    Implications: This paper provides an empirical basis for classification of management concepts and practices, thereby providing support for practitioners aiming to select and implement a strategy for organizational change.

  • 7.
    Pettersen, Jostein
    Linköping University, Department of Behavioural Sciences, HELIX. Linköping University, Department of Management and Engineering, Quality Technology and Management . Linköping University, The Institute of Technology.
    Translating Lean Production: From Managerial Discourse to Organizational Practice2009Licentiate thesis, comprehensive summary (Other academic)
    Abstract [en]

    The majority of organizational change efforts end in failure. These failures can often be ascribed to lack of understanding of the translation processes that accompany the implementation of management concepts. Translation becomes evident when the initial ambitions of an implementation process are changed as they are communicated through the organization, often leading to unwanted results.

    This thesis deals with the translation of management concepts. The ambition is to contribute to the body of knowledge that is concerned with this theoretical direction through demonstrating how the currently dominating management concept Lean Production is translated as it is passed between contexts.

    The thesis is based on three studies of management concepts at various levels of abstraction. The first study is based on a review of the major literature on Lean Production. The second study is based on a survey among Swedish production managers on their application of management methods and concepts. The third study comprises a series of interviews within a large Swedish industrial organization, focusing on how Lean Production has been translated during the implementation process.

    The results show that Lean Production is far from well defined or unequivocal. There is always room for translation as the concept is passed between actors within an organization. It is therefore unreasonable to expect the concept to provide certain results. The results are determined by the way the concept is interpreted and translated within the organization that seeks to implement it. It is argued that insufficient translation competence will increase the risk of an uncontrolled and potentially ineffective translation process, leading to unexpected and undesirable results.

    Through combining these results with existing theories within the management field, the author presents a tentative model for analyzing the translation of management concepts all the way from the general managerial discourse to the practice that can be observed at the factory floor of a company. It is proposed that this model may be used as a conceptual framework for further studies of the translation of management concepts.

    List of papers
    1. Defining lean production: some conceptual and practical issues
    Open this publication in new window or tab >>Defining lean production: some conceptual and practical issues
    2009 (English)In: The TQM Journal, ISSN 1754-2731, E-ISSN 1754-274X, Vol. 21, no 2, p. 127-142Article in journal (Refereed) Published
    Abstract [en]

    Purpose – The purpose of this paper is to investigate the definition of lean production and the methods and goals associated with the concept as well as how it differs from other popular management concepts. '

    Design/methodology/approach – The paper is based on a review of the contemporary literature on lean production, both journal articles and books.

    Findings – It is shown in the paper that there is no consensus on a definition of lean production between the examined authors. The authors also seem to have different opinions on which characteristics should be associated with the concept. Overall it can be concluded that lean production is not clearly defined in the reviewed literature. This divergence can cause some confusion on a theoretical level, but is probably more problematic on a practical level when organizations aim to implement the concept. This paper argues that it is important for an organization to acknowledge the different variations, and to raise the awareness of the input in the implementation process. It is further argued that the organization should not accept any random variant of lean, but make active choices and adapt the concept to suit the organization's needs. Through this process of adaptation, the organization will be able to increase the odds of performing a predictable and successful implementation.

    Originality/value – This paper provides a critical perspective on the discourse surrounding lean production, and gives an input to the discussion of the implementation of management models.

    Place, publisher, year, edition, pages
    Bingley, UK: Emerald Group Publishing Limited, 2009
    Keywords
    Lean Production, Quality Management, Definition
    National Category
    Business Administration
    Identifiers
    urn:nbn:se:liu:diva-18419 (URN)10.1108/17542730910938137 (DOI)
    Available from: 2009-05-26 Created: 2009-05-26 Last updated: 2017-12-13Bibliographically approved
    2. Implementing Lean Production: Lost in Translation?
    Open this publication in new window or tab >>Implementing Lean Production: Lost in Translation?
    2008 (English)In: 40th Annual Conference on the Nordic Ergonomics Society, Reykjavik, 2008Conference paper, Published paper (Refereed)
    Abstract [en]

    Organizational change is sometimes assumed to be a linear and predictive process, but the majority of change initiatives end in failure (cf. Beer, 2003). The results of the change initiative often differ from the initial ambitions, indicating that theories of translation may be useful in analyses of change processes.

    The purpose of this paper is to investigate and analyze the early stages of implementing a lean-type production system in a large Swedish manufacturing company. Representatives from all organizational levels within the studied company have been interviewed. The interviews have been analyzed from an Actor-network perspective, using translation as a key component.

    The company has not achieved the results that were expected, and in certain areas, the focus of the initial ideas has shifted in unforeseen directions. The analysis shows that this is a result of the translation of the core ideas of the new production concept (lean production).

    A key finding is that the implementation process has allowed too much room for translation, thereby increasing the risk of change failure. The paper shows that people in managerial positions can benefit from taking the processes of translation into account in their work. Considerable efforts should be directed towards understanding the actors’ frames of reference and design information that suits the actors’ needs.

    The paper uses Michel Callon’s framework for sociology of translation in the context of organizational change and on various levels of abstraction. The paper shows how the a translation perspective can be useful in researching processes of organizational change.

    Keywords
    Actor-network theory, sociology of translation, lean production, implementation, organizational change
    National Category
    Business Administration Other Mechanical Engineering
    Identifiers
    urn:nbn:se:liu:diva-18421 (URN)
    Available from: 2009-05-26 Created: 2009-05-26 Last updated: 2015-02-05Bibliographically approved
    3. Quality Management in Swedish Industry: Concepts, Practices and Knowledge Base
    Open this publication in new window or tab >>Quality Management in Swedish Industry: Concepts, Practices and Knowledge Base
    2009 (English)In: The 12th international QMOD conference, 2009Conference paper, Published paper (Refereed)
    Abstract [en]

    Purpose: The purpose of the paper is to identify different strategies in the application of Quality Management in Swedish industry. This purpose is divided into two questions; (1) what kind of management practices are applied in relation to which management concepts and (2) where do the organizations turn to seek knowledge about the applied concepts.

    Methodology/Approach: A questionnaire survey was performed, where production managers in Swedish industry were requested to rate their rate of application of various management concepts and practices as well as their use of various information sources. Principal Component Analysis was applied to find patterns in the data, and cluster analysis was performed on the principal component loadings to identify groups of information sources, concepts and practices.

    Findings: The analysis shows that three distinctive approaches to Quality Management can be identified, based on TQM/Six Sigma, TPS/Lean Production and ISO9000 respectively. In terms of seeking knowledge, there are also three distinct strategies: (1) a formal approach, focusing on external sources of information, such as university courses and professional networks; (2) an informal approach, focusing on easily accessible information in journals and the Internet; (3) a consultant based approach, seeking information mainly from management consultants. The consultant based approach seems to apply to all management concepts, whereas the two other approaches seem to be independent of the choice of concept.

    Implications: This paper provides an empirical basis for classification of management concepts and practices, thereby providing support for practitioners aiming to select and implement a strategy for organizational change.

    Keywords
    Lean, TQM, Six Sigma, ISO9000, Knowledge base, Principal Component Analysis, Cluster analysis
    National Category
    Engineering and Technology
    Identifiers
    urn:nbn:se:liu:diva-18423 (URN)
    Available from: 2009-05-26 Created: 2009-05-26 Last updated: 2015-02-05Bibliographically approved
1 - 7 of 7
CiteExportLink to result list
Permanent link
Cite
Citation style
  • apa
  • harvard1
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • oxford
  • Other style
More styles
Language
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Other locale
More languages
Output format
  • html
  • text
  • asciidoc
  • rtf