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Evaluates care plans documented in two different ways, using controlled and randomised studies of consecutive acutely admitted medical patients. Within 24 hours after admission, a care plan was made for the hospital stay, specifying active problems, a plan of action and a time‐schedule. In study 1, patients had care plans written directly into their medical records during the intervention period, while the normal admittance procedure was followed in the control period. In study 2, all patients had a care plan made on a planning form and in the medical record. Patients were randomised either to have the form stay in the medical record or to have it removed. Study 1 results showed that care plans were associated with earlier recognition of patients’ active problems, whereas the tendency to initiate solutions to active problems earlier was insignificant. Length of stay (LOS) and risk of readmission remained unchanged. In study 2, planning forms were associated with a 1.5‐day lower LOS and higher accuracy of planned LOS. Risk of readmission and accomplishment of plans of action were unaltered.

This study investigates labour market fluctuations and gender issues in the health and care sector. A large data set from public registers has allowed us to compile a comprehensive picture of the job categories that particularly attract men. We find a polarisation of men in the upper and lower positions in the job hierarchy. In the metropolitan area, men tend to be discouraged from taking jobs in the health and care sector, as opposed to the peripheral region, where alternative job offers may be more scarce. A logistic regression analysis shows that (young) age is the major explanatory factor for leaving the health and care sector to find occupation elsewhere. However, gender (male), wage levels (low), marital status (single) and education (none) are also significant. The study discusses seven theoretical perspectives for male and female careers in the health and care sector: The need for flexibility. Destandardising of jobs. Devaluation of feminised work areas. Human capital as a stabiliser. Feminisation. The prospects of boundaryless careers. The spatial dimension.

The circumstances for the emergence of new ideas in organizational theory have previously been explored from several viewpoints. Researchers trace the origins of new ideas to previous literature or compare ideas across continents and countries. The author takes another point of departure. Following Merton (1957, 1963), she focuses on “multiple discoveries” in science, studying the independent, simultaneous (re-)discovery of certain aspects of institutional theory in organizational theory. Specifically, she follows the circumstances under which two pairs of researchers proffered similar explanations for the phenomena they encountered (Jönsson & Lundin, 1977; Meyer & Rowan, 1977). Without ever having met, they suggested an analogous way of understanding the concept of organizing, though their research used different frames of reference and field material and was published in different outlets. The author’s analysis of the circumstances surrounding the two papers led her to explore elements in the emergence of new ideas: the Zeitgeist – the spirit of the times – international networks, and collegial work. When these factors are in play, physical meetings do not seem to be required, but scholars must be involved in networks in which their colleagues provide judgment and advice.

This book is a policy proposal aimed at the democratic left. It is concerned with gradual but radical reform of the socio‐economic system. An integrated policy of industrial and economic democracy, which centres around the establishment of a new sector of employee‐controlled enterprises, is presented. The proposal would retain the mix‐ed economy, but transform it into a much better “mixture”, with increased employee‐power in all sectors. While there is much of enduring value in our liberal western way of life, gross inequalities of wealth and power persist in our society.

Strategy scholars have long argued that breakthrough innovation is generated by recombining knowledge from distant domains. Even if firms have the ability to access and absorb knowledge from distant domains, however, they may fail to pay attention to such knowledge because it is seemingly irrelevant to their tasks. We draw attention to this problem of knowledge relevance and develop a theoretical model to illuminate how ideas from seemingly irrelevant (i.e., peripheral) domains can generate breakthrough innovation through the cognitive process of analogical reasoning, as well as the conditions under which this is more likely to occur. We situate our theoretical model in the context of teams in order to develop insight into the microfoundations of knowledge recombination within firms. Our model reveals paradoxical requirements for teams that help to explain why breakthrough innovation is so difficult.

The Scottish civil justice system is undergoing its most substantive transformation in over 150 years. This reformation will create new judicial bodies, alter the jurisdictional reach of courts, and drastically unsettle what has been, up to now, a highly stable institutional field. These changes have caused pronounced threats to the status of different groups of actors in the field. Our work examines the impact of these threats, and the varying responses among groups of professional actors. In so doing, we detail how intra-professional status differences and uncertainty hindered attempts to maintain threatened institutions.

In Chapter 1, a broad overview of the scope of entrepreneurialism in policing and criminal contexts which are broadly positive in nature was developed. In Chapter 2, the scrutiny to cover socio-cultural and organisational barriers to the implementation of entrepreneurial policing are extended. These include police culture, organisational traits such as ‘Machismo’ and ‘Conformism’, the restrictive nature of the police rank structure, the military model of policing, bureaucracy, risk-aversion, anti-entrepreneurialism, anti-intellectualism, the ‘Maverick’ stereotype, and the ‘Questioning Constable’. Many of these elements are of a negative nature and inhibit the implementation of entrepreneurial policing and practices. Also the entrepreneurial organisation and issues such as privatisation, commercialisation, innovation, and technology which also inhibit entrepreneurialism in policing contexts, but which also offer significant opportunities, are considered.

Supply chain digitalization (SCD) facilitates a competitive advantage and is equally challenging. A literature analysis reveals that research related to SCD is available, but analysis of key barriers and their interrelations for effective SCD is limited. This paper aims to identify and find out interrelationships among the key barriers affecting SCD in the electronic supply chain (SC).

Interpretive structural modeling (ISM) is used to identify the contextual relationship among the SCD barriers. The model is validated using MICMAC analysis.

The findings of this study have implications at both theoretical and practical levels. The proposed ISM model can help organizations analyze and interpret interrelationships among barriers to SCD. It can lead to better insights and understanding for minimizing the dominant barriers to effective SCD.

This study tries to bridge the gap in identifying and finding the interrelationships among the key barriers to effective SCD in an electronic SC. The result assists practicing managers and academicians in effective decision-making on the SCD process.

This paper deals with the organizing of interactive product development. Developing products in interaction between firms may provide benefits in terms of specialization, increased innovation, and possibilities to perform development activities in parallel. However, the differentiation of product development among a number of firms also implies that various dependencies need to be dealt with across firm boundaries. How dependencies may be dealt with across firms is related to how product development is organized. The purpose of the paper is to explore dependencies and how interactive product development may be organized with regard to these dependencies.

The analytical framework is based on the industrial network approach, and deals with the development of products in terms of adaptation and combination of heterogeneous resources. There are dependencies between resources, that is, they are embedded, implying that no resource can be developed in isolation. The characteristics of and dependencies related to four main categories of resources (products, production facilities, business units and business relationships) provide a basis for analyzing the organizing of interactive product development.

Three in-depth case studies are used to explore the organizing of interactive product development with regard to dependencies. The first two cases are based on the development of the electrical system and the seats for Volvo’s large car platform (P2), performed in interaction with Delphi and Lear respectively. The third case is based on the interaction between Scania and Dayco/DFC Tech for the development of various pipes and hoses for a new truck model.

The analysis is focused on what different dependencies the firms considered and dealt with, and how product development was organized with regard to these dependencies. It is concluded that there is a complex and dynamic pattern of dependencies that reaches far beyond the developed product as well as beyond individual business units. To deal with these dependencies, development may be organized in teams where several business units are represented. This enables interaction between different business units’ resource collections, which is important for resource adaptation as well as for innovation. The delimiting and relating functions of the team boundary are elaborated upon and it is argued that also teams may be regarded as actors. It is also concluded that a modular product structure may entail a modular organization with regard to the teams, though, interaction between business units and teams is needed. A strong connection between the technical structure and the organizational structure is identified and it is concluded that policies regarding the technical structure (e.g. concerning “carry-over”) cannot be separated from the management of the organizational structure (e.g. the supplier structure). The organizing of product development is in itself a complex and dynamic task that needs to be subject to interaction between business units.