| dc.description.abstract | Abstract
In this article we dedicate attention to how a general strategy as Value Based Care (VBC), is
implemented and legitimated in a local context. The aim of this study is to contribute to
further understandings of the dynamics in institutional work, with regards to both humans and
materials, when a new strategy is implemented. To gain understanding in this, we undertook
a qualitative research method, including interviews, semi-structured observations, and
document analysis. First of all, we detected that an essential part of the strategy of VBC has
been materialized, and by using theories of institutional work and materiality, we have been
able to identify that both humans and material objects participate in the institutional work in
the initial phase of the implementation. This study shows that humans and materials
collaborate in the creation of institutions, and that the dynamics of materiality can result in
different effects on institutional work, more specifically, reinforcing effects, and hampering
effects. Further, we argue that a deeper understanding of these roles, and an extended
collaboration between these actors, can overcome several of the difficulties that may occur in
initial phase of an implementation of a new strategic management model. Finally, this article
emphasize that a strategic implementation, that succeeds to create reinforcing effects of
materiality, is more likely to become successful. | sv |
