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Publications (10 of 17) Show all publications
Palm, K. & Lindahl, M. (2015). A project as a workplace Observations from project managers in four R&D and project-intensive companies.. International Journal of Project Management, 33(4), 828-838
Open this publication in new window or tab >>A project as a workplace Observations from project managers in four R&D and project-intensive companies.
2015 (English)In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 33, no 4, p. 828-838Article in journal (Refereed) Published
Abstract [en]

Projects and project management work present what would seem to be a paradox. Although business and industrial companies regard projects as strategic vehicles for innovation and growth, it is doubtful whether project managers are seen as a similarly strategic asset, due to their working environment. This article, which is based on interviews conducted at four major Scandinavian companies, describes several empirical cases of a project as a workplace. In line with previous research we observe a challenging and in many cases exposed situation for many project managers. Our main finding is that a considerable part of what makes up a non-sustainable project work environment stems from the imbalance of power that exists between permanent and temporary organisational forms. The article concludes that a process of "deprojectification" of project employees, i.e. making the distinction between line and project work less distinct in organisations may actually lead to more sustainable project work.

Keyword
Permanent organisation, Project as workplace, Project managers, Sustainable work, Temporary organisation
National Category
Economics and Business
Identifiers
urn:nbn:se:kth:diva-166888 (URN)10.1016/j.ijproman.2014.10.002 (DOI)000353088400011 ()2-s2.0-84925242758 (Scopus ID)
Funder
VINNOVA
Note

QC 20150608

Available from: 2015-06-08 Created: 2015-05-21 Last updated: 2017-12-04Bibliographically approved
Palm, K., Ullström, S., Sandahl, C. & Bergman, D. (2015). Employee perceptions of managers’ leadership over time. Leadership in Health Services, 28(4), 266-280
Open this publication in new window or tab >>Employee perceptions of managers’ leadership over time
2015 (English)In: Leadership in Health Services, ISSN 1751-1879, E-ISSN 1751-1887, Vol. 28, no 4, p. 266-280Article in journal (Refereed) Published
Abstract [en]

Purpose – This paper aims to explore if and how employees in a healthcare organisation perceive changes in their managers’ leadership behaviour over time. Design/methodology/approach – An interview study was conducted with employees whose managers had participated in a two-year leadership development programme offered by their employer, Healthcare Provision Stockholm County. Qualitative content analysis was applied, and the interview discussions focused on areas in which the majority of the informants perceived that a change had occurred over time and their answers were relatively consistent. Findings – The majority of employees did discern changes in their managers’ leadership over time, and, with very few exceptions, these changes were described as improvements. Practical implications – The knowledge that employees perceived changes in their managers’ leadership supports investments in leadership development through courses, programmes or other initiatives. Originality/value – The present findings contribute to a deeper empirical understanding of leadership as it is practised over time in everyday contexts among employees in healthcare organisations.

Place, publisher, year, edition, pages
Emerald Group Publishing Limited, 2015
Keyword
Change, Employees, Health care, Leadership, Leadership development programme, Managers
National Category
Work Sciences
Identifiers
urn:nbn:se:kth:diva-177239 (URN)10.1108/LHS-11-2014-0076 (DOI)000367183400001 ()2-s2.0-84942089735 (Scopus ID)
Note

QC 20151124. QC 20160121

Available from: 2015-11-24 Created: 2015-11-17 Last updated: 2017-12-01Bibliographically approved
Hasson, H., Villaume, K., Schwarz, U. v. & Palm, K. (2014). Managing Implementation Roles of Line Managers, Senior Managers, and Human Resource Professionals in an Occupational Health Intervention. Journal of Occupational and Environmental Medicine, 56(1), 58-65
Open this publication in new window or tab >>Managing Implementation Roles of Line Managers, Senior Managers, and Human Resource Professionals in an Occupational Health Intervention
2014 (English)In: Journal of Occupational and Environmental Medicine, ISSN 1076-2752, E-ISSN 1536-5948, Vol. 56, no 1, p. 58-65Article in journal (Refereed) Published
Abstract [en]

Objective: To contrast line managers', senior managers', and (human resource) HR professionals' descriptions of their roles, tasks, and possibilities to perform them during the implementation of an occupational health intervention. Methods: Interviews with line managers (n = 13), senior managers (n = 7), and HR professionals (n = 9) 6 months after initiation of an occupational health intervention at nine organizations. Results: The groups' roles were described coherently, except for the HR professionals. These roles were seldom performed in practice, and two main reasons appeared: use of individuals' engagement rather than an implementation strategy, and lack of integration of the intervention with other stakeholders and organizational processes. Conclusions: Evaluation of stakeholders' perceptions of each other's and their own roles is important, especially concerning HR professionals. Clear role descriptions and implementation strategies, and aligning an intervention to organizational processes, are crucial for efficient intervention management.

Keyword
Organizational Interventions, Middle Managers, Stress Interventions, Impact, Sensemaking, Employees, Programs, Failure, Enhance, Agency
National Category
Occupational Health and Environmental Health
Identifiers
urn:nbn:se:kth:diva-147079 (URN)10.1097/JOM.0000000000000020 (DOI)000336246200008 ()2-s2.0-84894026059 (Scopus ID)
Funder
AFA Insurance
Note

QC 20140623

Available from: 2014-06-23 Created: 2014-06-23 Last updated: 2018-01-11Bibliographically approved
Palm, K. (2012). Glöd, död och arbetets moral (1ed.). In: Hans De Geer och Claes Trollestad (Ed.), Etik och integritet. Stockholm: Etikkollegiet
Open this publication in new window or tab >>Glöd, död och arbetets moral
2012 (Swedish)In: Etik och integritet / [ed] Hans De Geer och Claes Trollestad, Stockholm: Etikkollegiet , 2012, 1Chapter in book (Other (popular science, discussion, etc.))
Place, publisher, year, edition, pages
Stockholm: Etikkollegiet, 2012 Edition: 1
National Category
Economics and Business
Identifiers
urn:nbn:se:kth:diva-104630 (URN)978-91-637-1321-7 (ISBN)
Note

QC 20130114

Available from: 2012-11-07 Created: 2012-11-07 Last updated: 2013-01-14Bibliographically approved
Palm, K., Kaulio, M., Ekman, M. & Forsberg, B. (2011). Emerging Clean-tech Firms: What is the Right Mix of Support Activities?.
Open this publication in new window or tab >>Emerging Clean-tech Firms: What is the Right Mix of Support Activities?
2011 (English)Manuscript (preprint) (Other academic)
National Category
Other Engineering and Technologies
Identifiers
urn:nbn:se:kth:diva-86504 (URN)
External cooperation:
Note

QS 20120316

Available from: 2012-02-13 Created: 2012-02-13 Last updated: 2016-09-05Bibliographically approved
Palm, K., Kaulio, M., Ekman, M. & Forsberg, B. (2011). Emerging clean-tech firms: What is the right mix of support activities?. In: : . Paper presented at The 21st NFF Conference (Nordic Academy of Management), Stockholm, Sweden, 20-24 August, 2011.
Open this publication in new window or tab >>Emerging clean-tech firms: What is the right mix of support activities?
2011 (English)Conference paper, Published paper (Other academic)
National Category
Engineering and Technology
Identifiers
urn:nbn:se:kth:diva-66113 (URN)
Conference
The 21st NFF Conference (Nordic Academy of Management), Stockholm, Sweden, 20-24 August, 2011
Note

QC 20120126

Available from: 2012-01-25 Created: 2012-01-25 Last updated: 2016-05-30Bibliographically approved
Crevani, L., Palm, K. & Schilling, A. (2011). Innovation management in service firms: a research agenda. Service Business, 5(2), 177-193
Open this publication in new window or tab >>Innovation management in service firms: a research agenda
2011 (English)In: Service Business, ISSN 1862-8516, Vol. 5, no 2, p. 177-193Article, review/survey (Refereed) Published
Abstract [en]

This article suggests an agenda for further research on innovation management in service firms. It investigates differences and similarities between issues identified by previous academic research and issues brought up by practitioners within the area of innovation management in service firms. The results show that there are some major differences; for instance, researchers stress a need for formalized processes for development work, while practitioners focus on facilitating innovation in everyday operations. The main conclusion is that in order to bridge the gap between research and practice we would encourage further research on innovation in service firms to (1) conduct micro studies of innovation work, (2) view innovation in the context of everyday operations and (3) focus on co-workers' innovative potential.

Keyword
Innovation management, Research agenda, Service firms, Practice
National Category
Business Administration
Identifiers
urn:nbn:se:kth:diva-39074 (URN)10.1007/s11628-011-0109-7 (DOI)000291402800005 ()2-s2.0-79958243339 (Scopus ID)
Note
QC 20110907Available from: 2011-09-07 Created: 2011-09-07 Last updated: 2012-04-27Bibliographically approved
Palm, K. & Planander, A. (2011). Managing phased retirement: Experiences from a large Swedish manufacturing company. Paper presented at NFF conference. Stockholm, Sverige. August 22-24, 2011.
Open this publication in new window or tab >>Managing phased retirement: Experiences from a large Swedish manufacturing company
2011 (English)Conference paper, Published paper (Other academic)
Abstract [en]

This paper focuses on managerial and organisational aspects of phased retirement in a large Swedish manufacturing company. Knowledge transfer, career path and rationalisation effects through phased retirement, but also individual effects were investigated. The study shows that phased retirement is good for both the individual and the organisation, when it is managed successfully. The individuals increase their well-being and get better balance between work and leisure and the organisation can transfer knowledge between employees as an preparation for old age retirement. However, in order for the organisation and the individual to benefit from phased retirement it needs managerial action and planning.  

         A total of ten interviews were made with employees within blue- and white-collar work, divided into phased retirement, full-time working with entitlement to phased retirement, and supervisors. The technicalities about phased retirement were also discussed with representatives from the company and from involved trade unions.

         The study complements the existing research on phased retirement with an organisational and managerial perspective. In addition it suggests more research on managerial aspects and that HRM literature include discussions on phased retirement. 

Keyword
Blue- and white-collar work, career paths, job satisfaction, knowledge transfer, management, phased retirement, well-being
National Category
Work Sciences
Identifiers
urn:nbn:se:kth:diva-60719 (URN)
Conference
NFF conference. Stockholm, Sverige. August 22-24, 2011
Note
QC 20120124Available from: 2012-01-13 Created: 2012-01-13 Last updated: 2012-01-24Bibliographically approved
Palm, K. (2010). Lyckligt lottad: Utvärdering av delpension.
Open this publication in new window or tab >>Lyckligt lottad: Utvärdering av delpension
2010 (Swedish)Report (Other academic)
Keyword
Delpension, ledning
National Category
Production Engineering, Human Work Science and Ergonomics
Identifiers
urn:nbn:se:kth:diva-60729 (URN)
Note
QC 20120124Available from: 2012-01-13 Created: 2012-01-13 Last updated: 2012-01-24Bibliographically approved
Crevani, L., Palm, K. & Schilling, A. (2009). Organising (for)service innovation: formalisation versus creativity. In: : . Paper presented at The 2009 Naples Forum on Services: Service-Dominant Logic, Service Science, and Network Theory. CAPRI. JUNE 16-19, 2009.
Open this publication in new window or tab >>Organising (for)service innovation: formalisation versus creativity
2009 (English)Conference paper, Published paper (Refereed)
Abstract [en]

In this paper we present and compare two studies on challenges with organising (for) innovation in service-intensive companies. One of the studies reviews the contribution of previous studies to the understanding of managing and organising innovation in service companies. The other is an explorative interview study focusing on how people working in service-intensive organisation in Sweden reason about innovation and the role of co-workers in the innovation process. In both these studies a common and important theme is the potential tension between formalisation and room for creativity. The purpose of this paper is to problematise and discuss this tension between formalised processes and creativity in the context of service-intensive companies. We identify four aspects worth attention in further studies: 1) How can service-intensive companies find a balance between formalisation and room for creativity when organising for innovation?, 2) How does the manufacturing industry influence the service industry in terms of processes, methods and vocabulary related to organising (for) innovation?, 3) How is individual and collective creativity conceptualised and what difference does this have for the organisation (for) innovation in service-intensive firms? and 4) What happens with innovation when the service delivery process is being formalised?

Keyword
service, innovation creativity, formalization
National Category
Business Administration
Identifiers
urn:nbn:se:kth:diva-60128 (URN)
Conference
The 2009 Naples Forum on Services: Service-Dominant Logic, Service Science, and Network Theory. CAPRI. JUNE 16-19, 2009
Note

QC 20120426

Available from: 2012-01-13 Created: 2012-01-13 Last updated: 2016-08-18Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0001-7108-4094

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