Browsing by Author "Lidh, Rasmus"

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    Hälsopromotion som mode. En kvalitativ studie om organisatoriska moden i sjukvården
    (2020-02-13) Lidh, Rasmus; Porlein, Björn; University of Gothenburg/Department of Business Administration; Göteborgs universitet/Företagsekonomiska institutionen
    This study examines how Swedish healthcare organizations work with health promotion regarding their coworkers in the most modern and fashionable ways – as well as the study aims to see where the ideas behind these interventions tend to come from. The study is designed to be qualitative, where interviews with executives and HR-strategists has been made to represent the main empirical data. Moreover a minor group of coworkers has also been interviewed to gain further knowledge of the topic. As a result, the empirical data represents a summarized view regarding health promotion and its underlying construction. The data has been analyzed by a theoretical framework which represents organisational fashion theories from the researchers Barbara Czarniawska and Kjell Arne Røvik. The result finds that common topics regarding health promotion includes focus on leadership, competence focused work and digital aid. These ideas tend to come from various sources, where one source represents the internal operators to the company. In addition, influences also tend to come from external operators such as labour unions, occupational health care services and the academic field.
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    “I can’t hear you, you’re muted” – Socialization in virtual communities of practices- A case study of how newcomers’ transition into a new organization is affected by a virtual onboarding process
    (2021-06-29) Lidh, Rasmus; Niklasson, Rebecca; University of Gothenburg/Graduate School; Göteborgs universitet/Graduate School
    Previous literature on onboarding processes has had its point of departure in physical settings. To contribute to further research on the subject of onboarding, this paper investigates onboarding in a virtual setting. Viewing the virtual onboarding process as a social practice through the perspective of communities of practice (CoP) and, particularly, virtual communities of practice (vCoP) provide new insights into the significance of knowledge sharing and socialization. The paper uses a qualitative approach and is based on a case study, where data was collected through 28 semi-structured interviews with newcomers, managers, and HR professionals. The case organization is publicly owned, operates in a knowledge-intensive sector, and has primarily operated in a virtual setting since the outbreak of COVID-19. Due to this, several newcomers have been onboarded virtually, making it a suitable case for this paper. By using a vCoP lens to analyze the collected data, the paper shows that socialization is essential for transferring tacit knowledge to virtually onboarded newcomers due to their few informal interactions with other employees. The paper further identifies three different social factors that create and develop vCoPs, where knowledge sharing occurs: newcomers’ initiatives, managerial initiatives, and mentorship. A dynamic environment facilitates knowledge sharing. This paper also reveals that experience within technological tools is essential for dynamic interaction to occur. A lack of this can have consequences for long-term innovation and, ultimately, business competitiveness.