Suchergebnisse

Project work been seen as a solution for developing social and health care work. However, project work is not one-dimensional. In addition, there are some characteristics in social and health care that pose challenges for projects. There is a need to study social and health care project work critically. The aim of the article is to describe and analyze project work in social and health care. The data were collected from KASTE projects in 2008-2011. The data consisted of essays written by project managers (n=11) and interviews (n= 14) with project managers and workers. The data were analyzed using qualitative content analysis. Based on our findings, project work in social and health care was characterized by project management within an organized chaos, power struggles between professions and organizations, attitudes related to co-operation with different sectors, successful team feeling and multi-dimensional peer support. Peer-support and team feeling were valued as important resources in project work although there were different kinds of experiences of their existence. Team feeling can be seen as a means to compensate for the lack of common instructions and to relieve the feeling of chaos. Different kinds of power structures could be distinguished on different levels of co-operation in projects: on project team level, on interprofessional level and on the level of organizations and municipalities. This poses challenges for inter-professional and cross-sectional co-operation in projects, which might affect project progress.

Shame in organisations: an occasional emotional experience or a systemic mechanism of power and social control?
The emotion of shame in the context of organisations is still scarcely studied, and the current research on the topic is incoherent. This study employs qualitative metasynthesis (Walsh & Downe 2005) as a literature review method to construct more consistent information about the role of shame in publicly funded organisations. The results show that shame in organisation studies can be treated as a random emotional experience or interpersonal issue. However, shame can also be treated as a systemic mechanism of power and control coercing compliance with organisational, institutional and political standards and norms. The study makes use of three levels of analysis to understand how employees' shame is constructed and utilised: micro, meso and macro. It also suggests separating the emotion of humiliation from shame when studying the use of power in organisations.

Resilience conceptions in knowledge work in the context of the COVID-19-pandemic – Towards a relational well-being approach?
Resilience in workplaces has been examined as a feature that both maintains the sustainability of employees or organizations. By doing so, the resilience concept illustrates the assumptions and emphasis associated with contemporary well-being conceptions. The premise of this article is that the deepening eco-crisis requires examining the resilience of working life so that the perspective is broadened to the sustainable well-being of both humans and nature. The research material of this study was collected from knowledge workers (n=16) during the pandemic. As a result of the qualitative analysis, three conceptions of resilience that reveal different well-being propositions were recognized: employee-centered, community-centered, and relational-socioecological. This article presents the confluences and the contradictions between the conceptions and opens up avenues for the future administrative research.

This paper examines how staff at a Finnish hospital develop a new medical identity amidst other already-established professions. This study was conducted during the merger of two surgical departments at a public Finnish university hospital, and concerned the identity development process of a hospitalist which was, at the time, an entirely new medical role at the hospital. Drawing on extensive videos of authentic team meetings and entries in various actors' reflective diaries, we find that the actors collectively developed the new medical identity during the change process by using the following reflexive strategies: (1) identity inquiry; (2) identity reflection; and (3) identity legitimacy. These strategies foster temporary identity claims while the new medical identity is developed through experimentation and discourse, culminating in an identity that acquires stability within the ward environment. We found that an environment allowing transparent and open dialogue, in this case through periodic change facilitation meetings, was conducive to the development of a new identity.

Ei abstraktia.

The study's aim was to describe how customer value creation is reflected in the development of digital health services. To this end, we used discourse analysis to evaluate documentation from the ODA (Self-Treatment and Digital Value Services) project, which provides national-scale digital health services.
Three main discourses emerged: 1) a discourse on the active role of the customer, 2) a discourse on technology that activates the customer to create value, and 3) a discourse on the benefits of customer value creation.
The research provided new insight into customer value creation in digital health service development. Speech about customer value creation was a part of the social reality of the digital health service's development. The customer appeared as an active player and a key resource within the service. The role of the active customer was considered demanding and responsible. Our findings suggest that the new digital service changed customer behavior, with technology acting as an enabler of this change. Customer activity and information sharing were seen as enablers of value creation and the associated benefits, and there was a willingness to strengthen the customer's role as a need determiner.

Prior research on professional boundary work emphasises the importance of subtle interactions among affected individuals when a new role is inserted into an established professional setting, which inevitably changes the prevalent division of labour. Thus, managers may set reflective spaces for professionals to collaboratively arrange their boundaries and make room for the new professional. This ethnomethodologically oriented study examines boundary arrangements in work development meetings in a university hospital, while professionals made room for a new role, a hospitalist. Examining professionals' naturally occurring interactions in reflective spaces, the findings depict seven categorisations for the hospitalist. Elaborating on the dynamics of these categorisations, we propose that technically based categorisations sustain stability, and context-bound categorisations allow change in work practices, whereas their combination enables transformation within the institutional context. Accordingly, the study adds to the literature on the transformative potential of reflective spaces by illuminating the intertwining of engaged professionals' boundary talk in interaction with the consequences of configurational boundary work in relation to a new professional role.