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  • 1.
    Fältholm, Ylva
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Challenging boundaries: evaluation of work organisation at Sunderby hospital from a process and patient oriented perspective2005In: Global Business and Economics Review (GBER), ISSN 1097-4954, E-ISSN 1745-1329, Vol. 7, no 2/3, p. 191-202Article in journal (Refereed)
    Abstract [en]

    This paper is an evaluation of an attempt to apply managerial tools and techniques initially developed for industry in the health care sector. In 1999, Sunderby hospital was opened and the result of extensive organisational development became subject to an evaluation of whether goals in terms of process and patient orientation had been realised. The result indicates that a number of measures were taken in this direction but that they do not, in any fundamental way, challenge boundaries that need to be challenged in a process oriented organisation. For that, the new organisation is reminiscent of a traditional health care organisation, based on clinical departments and characterised by vertical as well as horizontal boundaries. Additionally, many of the projects initiated, clearly focus on the patient and the flow of patients, but can be regarded as free standing 'islands' as the concept of patient and process orientation is not fully supported and implemented in the organisation.

  • 2.
    Laur, Inessa
    et al.
    Centre for Municipality Studies, Department for Studies of Social Change and Culture (ISAK), Linköping University, CKS, Norrköping, Sweden.
    Klofsten, Magnus
    Helix Competence Centre and PIE, Department of Management and Engineering, Linköping University, IEI, Linköping, Sweden.
    Bienkowska, Dzamila
    Department of Management and Engineering, Linköping University, IEI, Linköping, Sweden.
    Wincent, Joakim
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Business Administration and Industrial Engineering.
    Ylinenpää, Håkan
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences.
    Development of European cluster initiatives: stakeholders' contribution and enrolment2019In: Global Business and Economics Review (GBER), ISSN 1097-4954, E-ISSN 1745-1329, Vol. 21, no 6, p. 685-711Article in journal (Refereed)
    Abstract [en]

    This study investigated how cluster initiatives' members contribute to cluster initiatives concerning tasks as well as what dependency patterns exist between maturation level and enrolment of members in these organisations. The content of the work is considered as crucial for organisational functioning and development. The findings are based on survey responses from 136 (53% response rate) cluster initiatives from eight European countries. The results show that, first, all members contribute to initiatives' development by performing strategic, operational tasks, and provision of resources. Each member tends to focus more on one task than the others that are delegated. Second, two factors influence enrolment of new members in cluster initiatives: age and presence of other influential members. The more mature cluster initiatives become the more networks and established organisational attributes it will have. This reflects longevity of the initiative and good-quality, intermediary assistance, which are attractive for potential members.

  • 3.
    Rantakyrö, Lena
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Human Work Science.
    Knowledge management in small firms2005In: Global Business and Economics Review (GBER), ISSN 1097-4954, E-ISSN 1745-1329, Vol. 7, no 2/3, p. 214-224Article in journal (Refereed)
    Abstract [en]

    All companies that wish to stay competitive have to develop their ability to maintain, improve, organise, use and reuse the employees' knowledge, tangible as well as intangible. Knowledge management has become a very important management tool. Although still open to several interpretations, it is possible to identify two main strategies for practicing knowledge management: codification and personalisation. Knowledge management is in this paper discussed from both perspectives in relation to case studies in small manufacturing firms. Results from this ongoing research project show that there are obstacles for using either of these strategies in small firms.

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