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  • 1.
    Crevani, Lucia
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Gender, Organisation and Management.
    Palm, Kristina
    KTH, School of Industrial Engineering and Management (ITM), Applied Mechanical Engineering (KTH Södertälje).
    Schilling, Annika
    Innovation management in service firms: a research agenda2011In: Service Business, ISSN 1862-8516, Vol. 5, no 2, p. 177-193Article, review/survey (Refereed)
    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.

  • 2.
    Crevani, Lucia
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Economics and Management (Div.) (closed (20130101). KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Gender, Organisation and Management (closed (20130101).
    Palm, Kristina
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Work Science (closed 20130101).
    Schilling, Annika
    Organising (for)service innovation: formalisation versus creativity2009Conference 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?

  • 3.
    Crevani, Lucia
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Economics and Management (Div.) (closed (20130101). KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Gender, Organisation and Management (closed (20130101).
    Palm, Kristina
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Work Science (closed 20130101).
    Sköld, David
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Economics and Management (Div.) (closed (20130101).
    Engwall, Mats
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Economics and Management (Div.) (closed (20130101).
    Utmaningar och kuskapsbehov: Om innovation, ledning och organisering i nio olika tjänsteföretag2009Report (Other academic)
  • 4. Hasson, Henna
    et al.
    Villaume, Karin
    Schwarz, Ulrica von Thiele
    Palm, Kristina
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Managing Implementation Roles of Line Managers, Senior Managers, and Human Resource Professionals in an Occupational Health Intervention2014In: Journal of Occupational and Environmental Medicine, ISSN 1076-2752, E-ISSN 1536-5948, Vol. 56, no 1, p. 58-65Article in journal (Refereed)
    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.

  • 5.
    Palm, Kristina
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Work Science.
    A case of debureaucratisation2000In: , 2000Conference paper (Other academic)
  • 6.
    Palm, Kristina
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Work Science.
    Det riskabla engagemanget: Om regenerativ utveckling av mänskliga resurser, eldsjälar och ledarskap i radikal utveckling2008Doctoral thesis, monograph (Other scientific)
    Abstract [en]

    This thesis concentrates on the consequences of strong commitment⁄ Engagement in contemporary work. The aim of the thesis is to Build knowledge on regeneration and development of human resources. The empirical research consists of three case studies mainly Based on interviews: two are explorative studies on four strongly Committed champions within two projects of radical reorganisation. The third Empirical study is exploring one strongly engaged champion within an extensive Business rationalisation. The two first case studies were originally set for Other research and are therefore analyzed secondarily here.

    The case studies indicate that the strong commitment that is needed in contemporary Work is problematic when crises arise. The commitment and energy Tend to reduce quickly in bad managed crises. In order to break an evil Circle of energy loss the manager’s support is central, and also the possibility to Learn from experiences in an acceptable climate.

  • 7.
    Palm, Kristina
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Work Science.
    Glöd, död och arbetets moral2012In: Etik och integritet / [ed] Hans De Geer och Claes Trollestad, Stockholm: Etikkollegiet , 2012, 1Chapter in book (Other (popular science, discussion, etc.))
  • 8.
    Palm, Kristina
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Work Science.
    Lyckligt lottad: Utvärdering av delpension2010Report (Other academic)
  • 9.
    Palm, Kristina
    KTH, Superseded Departments, Industrial Economics and Management.
    Revolutionen som kom av sig2003Licentiate thesis, monograph (Other scientific)
    Abstract [sv]

    This thesis is based on a case study of an organizationalchange-project within Civil Engine at Volvo Aero Corporation.The changeproject was aimed to create an organization built oncollaboration, which differs radically from traditionalindustrial work. Existing boundaries between the blue- andwhite-collar workers were meant to be erased and work would beperformed and decisions thereby be taken by that or thosepersons who are most appropriate. The co-workers demand on workshould be satisfied as well as the enterprises demand onefficiency and longterm competitiveness. The projects goalswere not fulfilled, but it could have been a first step towardsa radical transformation of how work can be organized. As theproject did not come out as expected effects of a verticalintegrated organization cannot be concluded. The discussion istherefore mainly about possibilities and obstacles in work ofradical changes.

    The main topic is to analyse what a vertical integratedorganization can be and what meaning it has for the employeesand the enterprise. This thesis contributes to a tentativemodel with four types of difficulties, to be noticed toincrease the possibilities for successful radical changes:

    •obstacles of first order•obstacles of second order•resistances of first order•resistances of second order

    Further on this thesis contributes to define a supposedorganization built on collaboration according to Volvo AeroCorporation and to relate it to the conceptions onpost-bureaucratic and post-Tayloristic organizations.

  • 10.
    Palm, Kristina
    et al.
    KTH, Superseded Departments, Industrial Economics and Management.
    Bjerlöv, Monica
    Arbetslivsinstitutet.
    Erfarenheter från en dialogmetod som stöd vid participativ organisationsutveckling2004Report (Other academic)
  • 11.
    Palm, Kristina
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Work Science.
    Bjerlöv, Monica
    Arbetslivsinstitutet.
    Docherty, Peter
    Arbetslivsinstitutet.
    Kunskap och ledningsansvar: Nyckelförutsättningar för en hållbar utveckling2005Report (Other academic)
  • 12.
    Palm, Kristina
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Applied Mechanical Engineering (KTH Södertälje).
    Kaulio, Matti
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Work Science (closed 20130101).
    Ekman, Marianne
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Work Science (closed 20130101). KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management.
    Forsberg, Britta
    Emerging Clean-tech Firms: What is the Right Mix of Support Activities?2011Manuscript (preprint) (Other academic)
  • 13.
    Palm, Kristina
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Applied Mechanical Engineering (KTH Södertälje).
    Kaulio, Matti
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Work Science (closed 20130101).
    Ekman, Marianne
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Work Science (closed 20130101).
    Forsberg, Britta
    Emerging clean-tech firms: What is the right mix of support activities?2011Conference paper (Other academic)
  • 14.
    Palm, Kristina
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management. Karolinska Institutet, Sweden.
    Lindahl, M.
    A project as a workplace Observations from project managers in four R&D and project-intensive companies.2015In: International Journal of Project Management, ISSN 0263-7863, E-ISSN 1873-4634, Vol. 33, no 4, p. 828-838Article in journal (Refereed)
    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.

  • 15.
    Palm, Kristina
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Work Science.
    Planander, Agneta
    Service Management, Lunds Universitet, Campus Helsingborg.
    Managing phased retirement: Experiences from a large Swedish manufacturing company2011Conference 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. 

  • 16.
    Palm, Kristina
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Work Science.
    Sandgren, Sofia
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.).
    Teamwork through teambuilding2001Conference paper (Other academic)
  • 17.
    Palm, Kristina
    et al.
    KTH, School of Industrial Engineering and Management (ITM), Industrial Economics and Management (Dept.), Industrial Management. Karolinska Institutet, Sweden.
    Ullström, S.
    Sandahl, C.
    Bergman, D.
    Employee perceptions of managers’ leadership over time2015In: Leadership in Health Services, ISSN 1751-1879, E-ISSN 1751-1887, Vol. 28, no 4, p. 266-280Article in journal (Refereed)
    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.

1 - 17 of 17
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