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Hallencreutz, Jacob
Publications (10 of 13) Show all publications
Bergquist, B., Garvare, R., Eriksson, H., Hallencreutz, J., Langstrand, J., Vanhatalo, E. & Zobel, T. (2012). Alive and kicking – but will Quality Management be around tomorrow?: A Swedish academia perspective (ed.). Quality Innovation Prosperity, 16(2), 1-18
Open this publication in new window or tab >>Alive and kicking – but will Quality Management be around tomorrow?: A Swedish academia perspective
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2012 (English)In: Quality Innovation Prosperity, ISSN 1335-1745, E-ISSN 1338-984X, Vol. 16, no 2, p. 1-18Article in journal (Refereed) Published
Abstract [en]

The purpose of this article is to describe how Quality Management (QM) is perceived today by scholars at three Swedish universities, and into what QM is expected to develop into in twenty years. Data were collected through structured workshops using affinity diagrams with scholars teaching and performing research in the QM field. The results show that QM currently is perceived as consisting of a set of core of principles, methods and tools. The future outlook includes three possible development directions for QM are seen: [1] searching for a “discipline X” where QM can contribute while keeping its toolbox, [2] focus on a core based on the traditional quality technology toolbox with methods and tools, and [3] a risk that QM, as it is today, may seize to exist and be diffused into other disciplines.

National Category
Reliability and Maintenance Environmental Management
Research subject
Quality Technology & Management; Environmental Management
Identifiers
urn:nbn:se:ltu:diva-6202 (URN)10.12776/qip.v16i2.53 (DOI)465c5205-560b-4bcf-8127-d039b3b3afe9 (Local ID)465c5205-560b-4bcf-8127-d039b3b3afe9 (Archive number)465c5205-560b-4bcf-8127-d039b3b3afe9 (OAI)
Note

Validerad; 2013; 20130116 (bjarne)

Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2020-03-17Bibliographically approved
Bergquist, B., Garvare, R., Eriksson, H., Hallencreutz, J., Langstrand, J., Vanhatalo, E. & Zobel, T. (2012). Alive and kicking–but will Quality Management be around tomorrow?: A Swedish academia perspective (ed.). Paper presented at QMOD conference on Quality and Service Sciences : 05/09/2012 - 07/09/2012. Paper presented at QMOD conference on Quality and Service Sciences : 05/09/2012 - 07/09/2012.
Open this publication in new window or tab >>Alive and kicking–but will Quality Management be around tomorrow?: A Swedish academia perspective
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2012 (English)Conference paper, Oral presentation only (Refereed)
Abstract [en]

Purpose: There is a lack of a recognized conception of quality management (QM) comprises of, as well as a clear roadmap of where QM is heading. The purpose of this article is to investigate how QM is perceived today by scholars at three Swedish universities, but also how and into what QM is expected to develop into in twenty years.Methodology: Data have been collected through three structured workshops using affinity diagrams with scholars teaching and performing research in the QM field affiliated with three different Swedish universities.Findings: The results indicate that current QM is perceived similarly among the universities today, although the taxonomy differs slightly. QM is described as a fairly wide discipline consisting of a set of core of principles that in turn guide which methods and tools that currently by many are perceived as the core of the discipline. The outlook for the future differs more where three possible development directions for QM are seen: [1] searching for a “discipline X” where QM can contribute while keeping its toolbox, [2] focus on a core based on the traditional quality technology toolbox with methods and tools, and [3] a risk that QM, as it is today, may seize to exist and be diffused into other disciplines. Originality/value: This article contributes with a viewpoint on QM today and its future development from the academicians’ perspective.

National Category
Reliability and Maintenance Environmental Management
Research subject
Quality Technology and Management; Environmental Management
Identifiers
urn:nbn:se:ltu:diva-39737 (URN)e98b5a9c-5e0e-4b65-bec7-2c187f20d440 (Local ID)e98b5a9c-5e0e-4b65-bec7-2c187f20d440 (Archive number)e98b5a9c-5e0e-4b65-bec7-2c187f20d440 (OAI)
Conference
QMOD conference on Quality and Service Sciences : 05/09/2012 - 07/09/2012
Note
Godkänd; 2012; 20120619 (erivan)Available from: 2016-10-03 Created: 2016-10-03 Last updated: 2018-03-26Bibliographically approved
Hallencreutz, J. (2012). Under the skin of change: meanings, models and management (ed.). (Doctoral dissertation). Paper presented at . Luleå: Luleå tekniska universitet
Open this publication in new window or tab >>Under the skin of change: meanings, models and management
2012 (English)Doctoral thesis, comprehensive summary (Other academic)
Alternative title[sv]
Under skinnet på förändring : meningssystem, modeller och ledning
Abstract [en]

For society at large, and organizations in particular, the magnitude, speed, impact, and unpredictability of change, are greater than ever before. But despite the need for unceasing transformation, there seems to be a general consensus between practitioners and scholars that few are successful when trying to lead organizational change. Different surveys also indicate that managers identify the ordeal of leading change as one of the key obstacles to increased competitiveness. Although debated, it is estimated that around 70 percent of all organizational change initiatives fail to reach intended objectives.Organizations deal with management of change, by means of models. But there is no obvious way forward and many fail along the way in their effort to contextualize models and construct meaning. This boils down to the specific research focus in this thesis: the use of change management models, their influence on management decision making and the meaning they make in practice for the organizations adopting the models when planning and executing change initiatives. To be able to accomplish the purpose, the following overarching research question has been formulated: How does management use models to manage change?The problem addressed is both complex and complicated. Therefore, the research question is supported by the sub questions: What does the literature say about models for organizational change best practice? How do organizations organize change management? How can a process based system model create meaning?The theoretical frame of reference is focusing on aspects of organizational change and systems thinking. Six papers; a literature review, a web survey, two case studies, an organizational ethnography and a conceptual paper are appended. Based on the studies, the following conclusions could be made:1)There seems to be no evidence based change management best practice.2)Organizations are beginning to organize change based on change management models.3)Management does not seem to make much use of change management models in practice, some consultants do.4)Organizational change can be described as a process comprising important elements outlined in a logical sequence.The answer to the overarching research question is: Managers apply change management models to a relatively small extent – the theory-practice gap is for real. Managers are often informed of the benefits of change management models through business publications promoting certain models or “gurus”. But in an effort to just get it done there is a tendency to dismiss theoretical aspects of organizational change in favor of using a set of quick prescriptive steps, or no structure at all. It could well be that most change management models actually are fit for use, but the root cause is in fact a knowledge transfer problem. Managers simply do not have time, focus and ability to apply theoretical models in practice.

Abstract [sv]

För organisationer är omfattningen, hastigheten och oförutsägbarheten i förändringarna nu större än någonsin. Men trots detta verkar det vara en utbredd uppfattning bland praktiker och forskare att få är framgångsrika när det gäller att leda organisatorisk förändring. Undersökningar visar också att chefer ser en bristande förmåga att leda förändring som ett av de viktigaste hindren för ökad konkurrenskraft. Detta är avhandingens fokus: användningen av förändringsmodeller, deras inflytande på ledning och beslutsfattande samt den mening som skapas i praktiken i de organisationer som tillämpar modeller vid förändring. För att utforska detta ställs den övergripande forskningsfrågan: Hur använder chefer modeller för att hantera förändringar?Forskningsområdet är både komplext och komplicerat. Därför kompletteras den övergripande frågan av tre underfrågor: Vad säger litteraturen om ”best practice” vad gäller modeller för organisatorisk förändring? Hur organiserar organisationer sitt förändringsarbete? Framtiden för kvalitetsutveckling och förändringsledning? Den teoretiska referensramen fokuserar på olika aspekter av organisatorisk förändring och systemtänkande. Sex artiklar: en litteraturstudie, en webbenkät, en fallstudie, en organisatorisk etnografi och två konceptpapper bifogas. Baserat på studierna dras följande slutsatser:* Det tycks inte finnas någon evidensbaserad ”best practice”. Teorin inomdetta område är i rörelse.* Organisationer börjar organisera förändring baserad på förändringsarbetemodeller, men ad hoc metoder är utbredda.* Chefer tycks i praktiken inte använda förändringsmodeller i någonbetydande omfattning, vissa konsulter gör det dock.* Organisatorisk förändring kan beskrivas som en process innehållandeviktiga element beskrivna i en logisk följd.Svaret på den övergripande forskningsfrågan är: Chefer tycks tillämpa förändringsmodeller i relativt liten utsträckning – gapet mellan teori och praktik är på riktigt. Chefer får ofta information om olika modeller och koncept via publikationer som främjar vissa modeller eller via olika "management gurus". I en önskan att bara ”få det gjort” tycks det dock finnas en tendens att avfärda teoretiska aspekter till förmån för snabba normativa lösningar, eller ingen struktur alls. Det kan mycket väl vara så att de flesta förändringsmodeller faktiskt är ändamålsenliga, men att orsaken till att de sällan tillämpas istället är ett kunskapsöverföringsproblem. Chefer har helt enkelt inte incitament, fokus och förmåga att praktiskt tillämpa teoretiska modeller.

Place, publisher, year, edition, pages
Luleå: Luleå tekniska universitet, 2012. p. 200
Series
Doctoral thesis / Luleå University of Technology 1 jan 1997 → …, ISSN 1402-1544
National Category
Reliability and Maintenance
Research subject
Quality Technology and Management
Identifiers
urn:nbn:se:ltu:diva-17613 (URN)44b3e128-83d4-40be-8d4f-45002e1c9cf9 (Local ID)978-91-7439-501-3 (ISBN)44b3e128-83d4-40be-8d4f-45002e1c9cf9 (Archive number)44b3e128-83d4-40be-8d4f-45002e1c9cf9 (OAI)
Note
Godkänd; 2012; 20121001 (rickg); DISPUTATION Ämne: Kvalitetsteknik/Quality Technology & Management Opponent: Professor emeritus Jan Forslin, Industriell arbetsvetenskap, Kungliga tekniska högskolan, Stockholm Ordförande: Dr Raine Isaksson, Institutionen för ekonomi, teknik och samhälle, Luleå tekniska universitet Tid: Måndag den 26 november 2012, kl 13.00 Plats: A109, Luleå tekniska universitetAvailable from: 2016-09-29 Created: 2016-09-29 Last updated: 2017-11-24Bibliographically approved
Isaksson, R., Hallencreutz, J., Turner, D.-M. & Garvare, R. (2011). Change management from a stakeholder perspective (ed.). In: (Ed.), Carmen Jaca (Ed.), Proceedings QMOD Conference on Quality and Service Sciences 2011: 14th QMOD Conference 29st – 31st August, 2011, San Sebastian, Spain : From LearnAbility & InnovAbility to SustainAbility. Paper presented at QMOD Conference on Quality and Services Sciences : 29/08/2011 - 31/08/2011 (pp. 886-901). Navarra: Servicios de Publicaciones Universidad de Navarra
Open this publication in new window or tab >>Change management from a stakeholder perspective
2011 (English)In: Proceedings QMOD Conference on Quality and Service Sciences 2011: 14th QMOD Conference 29st – 31st August, 2011, San Sebastian, Spain : From LearnAbility & InnovAbility to SustainAbility / [ed] Carmen Jaca, Navarra: Servicios de Publicaciones Universidad de Navarra , 2011, p. 886-901Conference paper, Published paper (Refereed)
Place, publisher, year, edition, pages
Navarra: Servicios de Publicaciones Universidad de Navarra, 2011
National Category
Reliability and Maintenance
Research subject
Quality Technology and Management
Identifiers
urn:nbn:se:ltu:diva-35570 (URN)a25cf543-8e01-4560-986d-20a0ac186cb1 (Local ID)a25cf543-8e01-4560-986d-20a0ac186cb1 (Archive number)a25cf543-8e01-4560-986d-20a0ac186cb1 (OAI)
Conference
QMOD Conference on Quality and Services Sciences : 29/08/2011 - 31/08/2011
Note
Godkänd; 2011; 20111206 (andbra)Available from: 2016-09-30 Created: 2016-09-30 Last updated: 2020-01-29Bibliographically approved
Hallencreutz, J. & Turner, D.-M. (2011). Exploring organizational change best practice: are there any clear-cut models and definitions? (ed.). International Journal of Quality and Service Sciences, 3(1), 60-68
Open this publication in new window or tab >>Exploring organizational change best practice: are there any clear-cut models and definitions?
2011 (English)In: International Journal of Quality and Service Sciences, ISSN 1756-669X, E-ISSN 1756-6703, Vol. 3, no 1, p. 60-68Article in journal (Refereed) Published
Abstract [en]

Purpose – The purpose of this paper is to explore whether there are some existing widespread and common models and definitions for organizational change best practice in the literature. Design/methodology/approach – This paper builds on previous research to define a model of evidence-based change management base practice. A structured literature review is used to search for contemporary models and definitions of organizational change best practice. Findings – No consistent definitions of organizational change best practice are to be found in the literature. Originality/value – The paper provides a snapshot of the current literature on organizational change best practice. Implications of the findings on organizational change best practice are discussed and further research suggested.

National Category
Reliability and Maintenance
Research subject
Quality Technology and Management
Identifiers
urn:nbn:se:ltu:diva-11006 (URN)10.1108/17566691111115081 (DOI)2-s2.0-84986076228 (Scopus ID)9e6c8188-16f9-4a13-875a-ee38a170de1e (Local ID)9e6c8188-16f9-4a13-875a-ee38a170de1e (Archive number)9e6c8188-16f9-4a13-875a-ee38a170de1e (OAI)
Note

Validerad; 2011; 20111121 (andbra)

Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2018-07-10Bibliographically approved
Hallencreutz, J. (2009). Models and meaning: on management models and systems of meaning when implementing change (ed.). (Licentiate dissertation). Paper presented at . Luleå: Luleå tekniska universitet
Open this publication in new window or tab >>Models and meaning: on management models and systems of meaning when implementing change
2009 (English)Licentiate thesis, comprehensive summary (Other academic)
Abstract [en]

Change has become a vital business partner for many organizations. Survival of most organizations depends on their ability to implement adequate changes to support the organization. This thesis deals with questions about measurement systems, process based system models and organizational change with a specific focus on implementation challenges.The purpose of this research is to explore the relationship between management models and systems of meaning in change implementation processes and hopefully contribute to the understanding of organizational change through empirical research based on practical experience. To be able to accomplish the purpose, the following research questions have been formulated:1. How can a measurement system act as a driver for organizational change?2. How can business excellence models be designed to focus on stakeholder demands and organizational sustainability?3. How can the implementation of a process based system model help organizations to accelerate change?4. What is the role of management models when implementing change?The theoretical frame of reference is focusing on aspects of organizational change and systems thinking. Three papers, based on three case studies, are appended to the thesis. The first study deals with performance management systems, the second study is assessing the use of business excellence models and the third study is tracking the implementation of a process based system model in three organizations. The indications are that there could be easy gains to be realized in focusing on the measurement system and by adopting a process based approach focused on stakeholder satisfaction. Study 2 indicates that successful use of business excellence models requires effective deployment of basic quality-related values within the organization. However, organizations considering the use of BEMs need to have strong long-term commitment. The results from study 3 indicate that implementation of a system model focusing on processes, resources and a multiple stakeholder perspective aids management to accelerate change. The results also indicate that there are other more crucial success factors than the model as such. Key success factors seem to be: Strategic clarity, management decisiveness and perseverance. Finally, the network of gaps between change theory (meaning different theoretical and methodological considerations written in textbooks and articles) and change practice (meaning organizations trying to accomplish things based on interpreting textbooks and articles) is discussed.

Abstract [sv]

Modeller och meningsskapande : om ledningsmodeller och meningssystem vid genomförande av förändringFör många organisationer har förändring blivit en viktig följeslagare. De flesta organisationers överlevnad är beroende av förmågan att genomföra nödvändiga förändringar. Denna uppsats behandlar frågor om organisatorisk förändring med särskilt fokus på mätsystem, processbaserade systemmodeller och implementeringsutmaningar.Syftet med de studier som presenteras i denna uppsats är att utforska relationen mellan ledningsmodeller och meningssystem vid genomförande av förändring och förhoppningsvis, med hjälp av empiriska studier baserade på praktisk erfarenhet, bidra till ökad förståelse för området organisatorisk förändring. För att uppnå detta syfte har fyra forskningsfrågor formulerats:1. Hur kan ett mätsystem fungera som drivkraft vid organisatorisk förändring?2. Hur kan "business excellence"-modeller utformas för fokus på intressenter ochorganisatorisk hållbarhet?3. Hur kan implementeringen av en processbaserad systemmodell hjälpa organisationeratt accelerera förändring?4. Vilken roll har ledningsmodeller vid genomförande av förändring?Den teoretiska referensramen i denna uppsats fokuserar på olika aspekter av organisatorisk förändring och systemtänkande. Tre artiklar, baserade på tre studier, ingår i uppsatsen. Den första studien handlar om mätsystem, den andra studien utvärderar "business excellence"-modeller och den tredje studien följer implementeringen av en processbaserad systemmodell i tre organisationer.Resultaten från studie 1 indikerar att det finns enkla vinster att nå genom att fokusera på organisationers mätsystem samt införandet av ett processynsätt med fokus på intressentnytta. Den andra studien ger bilden att det krävs inarbetade kvalitetsorienterade värderingar för att en organisation ska kunna använda "business excellence"-modeller framgångsrikt. Organisationer som överväger att använda dessa modeller måste även se det som ett långsiktigt åtagande. Resultaten från studie 3 indikerar att införandet av en systemmodell som fokuserar på processer, resurser och intressentperspektiv hjälper ledningen att accelerera förändring. Resultaten tyder också på att det finns andra mer kritiska framgångsmönster än användandet av en viss modell. Nyckelfaktorer tycks vara: strategisk tydlighet, beslutsamhet hos högsta ledningen samt uthållighet.Slutligen diskuteras nätverket av gap mellan förändringsteorier (i betydelsen teoretiska aspekter på förändring framlagda i böcker och artiklar) och förändringspraktiker (i betydelsen organisationer som försöker åstadkomma praktisk förändring genom att tolka teoretiska aspekter framlagda i böcker och artiklar).

Place, publisher, year, edition, pages
Luleå: Luleå tekniska universitet, 2009. p. 61
Series
Licentiate thesis / Luleå University of Technology, ISSN 1402-1757
National Category
Reliability and Maintenance
Research subject
Quality Technology and Management
Identifiers
urn:nbn:se:ltu:diva-26251 (URN)d563f7c0-bfc3-11de-b769-000ea68e967b (Local ID)978-91-7439-020-9 (ISBN)d563f7c0-bfc3-11de-b769-000ea68e967b (Archive number)d563f7c0-bfc3-11de-b769-000ea68e967b (OAI)
Note

Godkänd; 2009; 20091023 (ysko); LICENTIATSEMINARIUM Ämnesområde: Kvalitetsteknik/Quality Technology and Management Examinator: Docent Rickard Garvare, Luleå tekniska universitet Tid: Fredag den 27 november 2009 kl 13.00 Plats: D 770, Luleå tekniska universitet

Available from: 2016-09-30 Created: 2016-09-30 Last updated: 2018-03-14Bibliographically approved
Hallencreutz, J. (2008). Process based system models for accelerating change: results from an explanatory multiple case study (ed.). International Journal of Knowledge, Culture and Change Management, 8(9), 119-130
Open this publication in new window or tab >>Process based system models for accelerating change: results from an explanatory multiple case study
2008 (English)In: International Journal of Knowledge, Culture and Change Management, ISSN 1447-9524, E-ISSN 1447-9575, Vol. 8, no 9, p. 119-130Article in journal (Refereed) Published
Abstract [en]

The working hypothesis in this paper is that systems thinking captured in a process based system model can help organisations to accelerate change. To test this hypothesis I have conducted a case study looking at three cases from different areas: a state authority case, a case from the construction industry and a case from the food industry. This work is a result of an academic follow up of several years of consultancy work in the organisations studied.The results indicate that implementation of a system model focusing on processes, resources and a multiple stakeholder perspective aids management to accelerate change. However, the results also indicate that there are other more crucial success factors than the model as such. Key success factors seem to be: Strategic clarity, management decisiveness and perseverance.

National Category
Reliability and Maintenance
Research subject
Quality Technology and Management
Identifiers
urn:nbn:se:ltu:diva-13996 (URN)d514036a-4649-4bd3-9abf-a0f74a731281 (Local ID)d514036a-4649-4bd3-9abf-a0f74a731281 (Archive number)d514036a-4649-4bd3-9abf-a0f74a731281 (OAI)
Note

Godkänd; 2008; 20120229 (jachal)

Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2018-03-21Bibliographically approved
Isaksson, R., Hallencreutz, J. & Garvare, R. (2008). Process management and system thinking for sustainable development (ed.). In: (Ed.), Kevin Foley; Philippe Hermel (Ed.), The Theories and Practices of Organization Excellence: New Perspectives (pp. 205-232). Paper presented at . Sydney: SAI Global
Open this publication in new window or tab >>Process management and system thinking for sustainable development
2008 (English)In: The Theories and Practices of Organization Excellence: New Perspectives, Sydney: SAI Global , 2008, p. 205-232Chapter in book (Other academic)
Place, publisher, year, edition, pages
Sydney: SAI Global, 2008
National Category
Reliability and Maintenance
Research subject
Quality Technology and Management
Identifiers
urn:nbn:se:ltu:diva-21296 (URN)d26ce630-a1ce-11dd-8f4e-000ea68e967b (Local ID)192109351X (ISBN)d26ce630-a1ce-11dd-8f4e-000ea68e967b (Archive number)d26ce630-a1ce-11dd-8f4e-000ea68e967b (OAI)
Note
Godkänd; 2008; 20081024 (rick_g)Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2020-01-29Bibliographically approved
Isaksson, R. & Hallencreutz, J. (2008). The measurement system resource as support for sustainable change (ed.). Paper presented at . International Journal of Knowledge, Culture and Change Management, 8(1), 265-274
Open this publication in new window or tab >>The measurement system resource as support for sustainable change
2008 (English)In: International Journal of Knowledge, Culture and Change Management, ISSN 1447-9524, E-ISSN 1447-9575, Vol. 8, no 1, p. 265-274Article in journal (Refereed) Published
Abstract [en]

The working hypothesis in this paper is that many organisations do not view measurement systems as resources and therefore miss out on opportunities. Here, organisational sustainability is interpreted with the dimensions of the Triple Bottom Line that monitors economic, environmental and social performance. The ideal measurement system should track performance and improvement potential in all dimensions. Most measurement systems today are functionally based and highly focused on the economic results. Even if approaches such as the Balanced Scorecard are used this still does not automatically mean that there is focus on the processes were value is created for customers and other stakeholders. With a low level of measurement system effectiveness the quality of facts used for decisions deteriorates and logically also the performance. This means that the maturity of the measurement system could be an indicator of organisational performance. A model for measurement system maturity is proposed and tested with case studies in chosen organisations and processes. The assessed maturity is then compared with the existing improvement potential as perceived by the organisation and as assessed by the researchers. The level of non detected potential is related to the maturity of the measurement system. Results indicate that there should be more focus on and ownership of a companywide measurement resource.

National Category
Reliability and Maintenance
Research subject
Quality Technology and Management
Identifiers
urn:nbn:se:ltu:diva-4508 (URN)2737dbc0-a503-11dd-8802-000ea68e967b (Local ID)2737dbc0-a503-11dd-8802-000ea68e967b (Archive number)2737dbc0-a503-11dd-8802-000ea68e967b (OAI)
Note
Validerad; 2008; 20081028 (ysko)Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2020-01-29Bibliographically approved
Garvare, R., Hallencreutz, J. & Isaksson, R. (2007). Business excellence models: scope and customisation - making best use of resources (ed.). In: (Ed.), Kevin Foley; Douglas Hensler; Jan Jonker (Ed.), Quality management and organization excellence: oxymorons, empty boxes, or significant contributions to management thought and practice? (pp. 39-57). Paper presented at . Sydney: SAI Global
Open this publication in new window or tab >>Business excellence models: scope and customisation - making best use of resources
2007 (English)In: Quality management and organization excellence: oxymorons, empty boxes, or significant contributions to management thought and practice?, Sydney: SAI Global , 2007, p. 39-57Chapter in book (Other academic)
Place, publisher, year, edition, pages
Sydney: SAI Global, 2007
National Category
Reliability and Maintenance
Research subject
Quality Technology and Management
Identifiers
urn:nbn:se:ltu:diva-20658 (URN)6d7508c0-8eba-11dc-a188-000ea68e967b (Local ID)1921093307 (ISBN)6d7508c0-8eba-11dc-a188-000ea68e967b (Archive number)6d7508c0-8eba-11dc-a188-000ea68e967b (OAI)
Note
Godkänd; 2007; 20071109 (rick_g)Available from: 2016-09-29 Created: 2016-09-29 Last updated: 2020-01-29Bibliographically approved
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