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Lilja, J., Hansen, D. & Richardsson, D. (2019). Accelerating sustainable society and a flourishing Scandinavia through a living and communicating network of AI-summits. In: : . Paper presented at 2019 World Appreciative Inquiry Conference, 19th to 22nd March, Nice, France, 2019.
Åpne denne publikasjonen i ny fane eller vindu >>Accelerating sustainable society and a flourishing Scandinavia through a living and communicating network of AI-summits
2019 (engelsk)Konferansepaper, Oral presentation with published abstract (Fagfellevurdert)
Abstract [en]

The need for a radical transformation of society, business and way of life towards sustainability is by now widely accepted and acknowledged in the Mid Scandinavian region. This transformation also occurs as a major objective in the UN Sustainable Development Goals, both nationally and locally. However, after creating awareness, moving from knowing to doing is now the real challenge. Pushing for sustainability in strategies and visions, or even providing extensive funding for projects related to sustainable development is not doing the job fast enough. One obvious reason being that the more sustainable ideas and solutions of the future do require new levels of systems thinking and solutions on the level of the “whole system”. That in turn is dependent on connections and relations across traditional silos and organizational borders that currently does not exist. Therefore, stakeholders from Sweden and Norway are currently experimenting together on using a living and communicating network of Appreciative Inquiry Summits to accelerate sustainable, circular, and flourishing development in Scandinavia. The initiative is designed as an innovation project with hands-on exploring, prototyping, as well as researching how to accelerate the desired transformation. The project, called SMICE, is inspired by the “whole system in the room” approach of the amazing initiative “Sustainable Cleveland 2019”. However, as the context of this initiative is a large sparsely populated region, including also several countries, the set up now evolving is moving beyond just one annual big AI-summit towards more of a distributed system, “ecosystem”, or network of AI-summits and other resources that live, communicate and relate to each other continuously. During this presentation we will share our progress made, results, learnings, challenges, insights, and practices from our exciting and important journey so far.

HSV kategori
Identifikatorer
urn:nbn:se:miun:diva-36067 (URN)
Konferanse
2019 World Appreciative Inquiry Conference, 19th to 22nd March, Nice, France, 2019
Forskningsfinansiär
Interreg Sweden-Norway, 20201304
Tilgjengelig fra: 2019-04-30 Laget: 2019-04-30 Sist oppdatert: 2019-06-05bibliografisk kontrollert
Palm, K. & Lilja, J. (2019). Innovation Lab 2030: Finding out how to Move Towards the Agenda 2030 Together in a Complex Alliance of Swedish Authorities. In: : . Paper presented at IRSPM 2019 Conference - Renewing Public Management for Stewardship, Innovation and Impact, April 16-18, 2019, Wellington, New Zealand..
Åpne denne publikasjonen i ny fane eller vindu >>Innovation Lab 2030: Finding out how to Move Towards the Agenda 2030 Together in a Complex Alliance of Swedish Authorities
2019 (engelsk)Konferansepaper, Publicerat paper (Fagfellevurdert)
Abstract [en]

This article describes cooperation between authorities and universities in order toincrease innovation capacity and thereby achieve change in performance and executionfor better contribution to a sustainable future. Through action research, the authors havedeveloped new knowledge about results, success factors and obstacles for increasinginnovation capacity. The paper recognizes that administrative and adaptive leadershipmust work together effectively if organizations are to function properly. There is a needfor a dynamic relationship between the formal and the informal in organizations– between top-down administrative forces and complex adaptive emergent forces. Thereis a need for a wider range and simultaneous use of management models adapted todifferent contexts and needs.

Emneord
Complexity; leadership; bureaucracy; sustainable development; innovation management
HSV kategori
Identifikatorer
urn:nbn:se:miun:diva-36066 (URN)
Konferanse
IRSPM 2019 Conference - Renewing Public Management for Stewardship, Innovation and Impact, April 16-18, 2019, Wellington, New Zealand.
Prosjekter
InnovationLab2030
Forskningsfinansiär
Vinnova
Tilgjengelig fra: 2019-04-30 Laget: 2019-04-30 Sist oppdatert: 2019-06-18bibliografisk kontrollert
Lilja, J., Hansen, D. & Richardsson, D. (2019). The Best After Summit Drumming Ever: Sharing and co-creating on how to keep the generative connections alive and get progress after AI-Summits -“Drumming, dancing and doing”. In: : . Paper presented at World Appreciative Inquiry Conference 2019, 19th to 22nd March, 2019, Nice, France..
Åpne denne publikasjonen i ny fane eller vindu >>The Best After Summit Drumming Ever: Sharing and co-creating on how to keep the generative connections alive and get progress after AI-Summits -“Drumming, dancing and doing”
2019 (engelsk)Konferansepaper, Oral presentation with published abstract (Fagfellevurdert)
HSV kategori
Identifikatorer
urn:nbn:se:miun:diva-36065 (URN)
Konferanse
World Appreciative Inquiry Conference 2019, 19th to 22nd March, 2019, Nice, France.
Tilgjengelig fra: 2019-04-30 Laget: 2019-04-30 Sist oppdatert: 2019-05-08bibliografisk kontrollert
Bäckström, I., Ingelsson, P., Snyder, K., Hedlund, C. & Lilja, J. (2018). Capturing value-based leadership in practice: Insights from developing and applying an AI-interview guide. International Journal of Quality and Service Sciences, 10(4), 422-430
Åpne denne publikasjonen i ny fane eller vindu >>Capturing value-based leadership in practice: Insights from developing and applying an AI-interview guide
Vise andre…
2018 (engelsk)Inngår i: International Journal of Quality and Service Sciences, ISSN 1756-669X, E-ISSN 1756-6703, Vol. 10, nr 4, s. 422-430Artikkel i tidsskrift (Fagfellevurdert) Published
Abstract [en]

Purpose – The purpose of this paper is to present and discuss the results from the appreciative inquiry (AI)-inspired interviews to explore the underlying values held by top managers and to identify soft aspects ofleadership.Design/methodology/approach – Top managers were interviewed as a part of a research project withthe aim to support the development of value-based leadership that integrates company values, organizationalculture, customer needs and sustainable development. A structured interview guide, inspired by AI, wasdeveloped and used to pinpoint their motivation and vision of a good organization to understand the valuesthat the managers had and to identify soft aspects of leadership. The interviews were analyzed in workshopswith the whole research teamand structured and visualized through affinity diagrams.Findings – The results showed the underlying values held by top managers and identified soft aspects ofleadership.Practical implications – The presented interview guide can be used to identify the top managers’underlying values, and the presented results from the interviews can be used to inspire other managers andleaders to develop their leadership in their striving of good leadership and effective organizations.Originality/value – The paper explains how to apply an AI-inspired interview guide in finding out valuebasedleadership and soft aspects of leadership for enhancing organizational culture.

Emneord
Values, Leadership, Appreciative Inquiry, Organizational culture, Value-based
HSV kategori
Identifikatorer
urn:nbn:se:miun:diva-34562 (URN)10.1108/IJQSS-01-2018-0004 (DOI)000447318700006 ()2-s2.0-85050189979 (Scopus ID)
Tilgjengelig fra: 2018-10-01 Laget: 2018-10-01 Sist oppdatert: 2019-03-27bibliografisk kontrollert
Boström, J., Hillborg, H. & Lilja, J. (2018). Exploring Cultural Dynamics and Tensions when Applying Design Thinking for Improving Healthcare Quality: What is really going on?. In: Su Mi Park-Daahlgard (Ed.), Proceedings of the 21th QMOD Conference: Building a Culture for Quality, Innovation and Sustainability. Paper presented at 21st QMOD conference on quality and service science ICQSS, 22-24 August 2018, Cardiff University, Wales, UK.
Åpne denne publikasjonen i ny fane eller vindu >>Exploring Cultural Dynamics and Tensions when Applying Design Thinking for Improving Healthcare Quality: What is really going on?
2018 (engelsk)Inngår i: Proceedings of the 21th QMOD Conference: Building a Culture for Quality, Innovation and Sustainability / [ed] Su Mi Park-Daahlgard, 2018Konferansepaper, Publicerat paper (Fagfellevurdert)
Abstract [en]

Purpose:

The purpose of this paper is to contribute knowledge concerning the dynamics and potential cultural tensions that occur when applying user involvement and design thinking for improving quality in a healthcare setting.

Method:

The paper is based on a case study following a quality improvement project (QI) in a medium sized Swedish county council in the field of somatic care. The project involved eight healthcare professionals, one designer, four patients and two relatives. A multiple data collection method over a period of 10 months was used. It included individual interviews, e-mail correspondence and observations of workshops that covered the QI project.

Findings:

The result shows tensions between QI work and the daily clinical work of the participants. These tensions primarily concern the conflict between fast and slow processes, the problem of moving between different fields of knowledge, being a resource for the individual clinic and the system, and the participants' expectations and assumptions about roles and responsibilities in a QI project. Furthermore these findings could be interpreted as signs of a development culture in the healthcare context.

Practical Implications:

There are several practical implications. Among others, the insights can inspire how to approach and contextualize the current concepts, roles and methods of design thinking and user involvement so that they can be more easily understood and integrated into the existing culture and way of working in the healthcare sector.

Originality:

The study provides a unique insight into a case, trying to uncover what actually is going on, and perhaps why certain things are not happening at all, when user involvement and design practices are applied for improving healthcare quality.

Emneord
Patient Involvement, Quality Improvement, Professionals, Culture, Service Design; Project management
HSV kategori
Identifikatorer
urn:nbn:se:miun:diva-34920 (URN)
Konferanse
21st QMOD conference on quality and service science ICQSS, 22-24 August 2018, Cardiff University, Wales, UK
Tilgjengelig fra: 2018-11-20 Laget: 2018-11-20 Sist oppdatert: 2018-12-06bibliografisk kontrollert
Hansen, D., Lilja, J. & Jørgensen, R. (2018). How Positive Practices at Work can Accelerate Transformation to a Lean Improvement Culture and Improve Organizational Effectiveness. In: BOOK OF ABSTRACTS: 9th European Conference on Positive Psychology. Paper presented at 9th European Conference on Positive Psychology, June 27–30, 2018, Budapest, Hungary.
Åpne denne publikasjonen i ny fane eller vindu >>How Positive Practices at Work can Accelerate Transformation to a Lean Improvement Culture and Improve Organizational Effectiveness
2018 (engelsk)Inngår i: BOOK OF ABSTRACTS: 9th European Conference on Positive Psychology, 2018Konferansepaper, Oral presentation with published abstract (Fagfellevurdert)
Abstract [en]

Organizations striving for operational excellence face new challenges in a world increasingly characterized by volatility, uncertainty, complexity, and ambiguity [1]. For decades, one of the answers to achieving operational excellence has been to pursue a continuous improvement culture such as through the Lean philosophy in order to engage and empower employees to continuously optimize resource utilization and thereby increase competitiveness [2]. However, many organizations only get short-term gains out of their efforts and fail with an actual Lean transformation and frequently, cultural change is mentioned as the hardest to manage [3]. At all organizational levels, people get under pressure that frequently leads to behavior un-favoring long-term excellence and certainly inhibiting continuous improvement culture. Psychological mechanisms induced by fear and high tempo are possible explanations.

This paper aims for investigating whether positive practices at work [4] can accelerate transformation to a Lean improvement culture and contribute to improved organizational effectiveness.

The study was carried out as an exploratory case study. The selected organization was identified due to its history with experimenting with positive practices and explicit focus on and strategic need for developing a Lean improvement culture. During the study, the researchers had extensive access to investigate daily operational improvement practices at the manufacturing plant. First, all improvement practices were mapped and the positive practices identified. Second, the improvement practices were analysed to assess their impact on developing Lean improvement culture together with a discussion of the difference between traditional improvement practices and the identified positive practices. Third, the positive practices with the highest assessed impact were further analysed in depth to investigate to what degree they also contributed to organizational effectiveness.

 

References

1. Bennett, N. & Lemoine, G. J. (2014). What VUCA really means for you. Harvard Business Review, 92(1), 27.

2. Arlbjørn, J. S. & Freytag, P. V. (2013). Evidence of lean: a review of international peer-reviewed journal articles. International Journal of Operations and Production Management, 25(2), 174-205.

3. Liker, J. K. (2004). The Toyota Way. New York: McGraw-Hill.

4. Cameron, K., Mora, C., Leutscher, T. & Calarco, M. (2011). Effects of Positive Practices on Organizational Effectiveness. Journal of Applied Behavioral Science, 47(3), 266-308.

Emneord
Positive Practices, Continuous Improvement, Improvement Culture, Strengths-based, Lean
HSV kategori
Identifikatorer
urn:nbn:se:miun:diva-34483 (URN)
Konferanse
9th European Conference on Positive Psychology, June 27–30, 2018, Budapest, Hungary
Tilgjengelig fra: 2018-09-24 Laget: 2018-09-24 Sist oppdatert: 2018-09-24bibliografisk kontrollert
Lilja, J., Abrahamsson, C., Palm, K. & Hedlund, C. (2018). What Quality Management can Learn from Designers about Being Qualitative. In: Proceedings for Pin-C 2018: . Paper presented at The 5th Participatory Innovation Conference, PIN-C 2018, Eskilstuna, Sweden, 11-13 January 2018.
Åpne denne publikasjonen i ny fane eller vindu >>What Quality Management can Learn from Designers about Being Qualitative
2018 (engelsk)Inngår i: Proceedings for Pin-C 2018, 2018Konferansepaper, Publicerat paper (Fagfellevurdert)
Abstract [en]

Quality Management (QM) initiatives and practices generally stress the importance of “focus on customers” and to “base decisions on facts”. However, in Western World QM practice it appears as if facts often become equivalent to numbers - “we need facts” becomes “we need to see it quantified in numbers” and “measuring is knowing”. In sharp contrast, the growing field of Design Thinking (DT) conclude that qualitative approaches are key when it comes to get closer to the citizens or customers, establish new levels of understanding, and thereby inspire new and better solutions. The purpose of this paper is to explore what quality management can learn from designers, and design thinking practice, about using more qualitative approaches for learning and in developing knowledge.

HSV kategori
Identifikatorer
urn:nbn:se:miun:diva-35284 (URN)
Konferanse
The 5th Participatory Innovation Conference, PIN-C 2018, Eskilstuna, Sweden, 11-13 January 2018
Tilgjengelig fra: 2018-12-18 Laget: 2018-12-18 Sist oppdatert: 2018-12-19bibliografisk kontrollert
Lilja, J., Snyder, K., Ahlin, K. & Persson Slumpi, T. (2018). Why Action Research and Quality Management is such a Nice Match: And How to Make them Dance without Falling. In: Proceedings of the 21st QMOD conference: The Quality Movement, Where are we going ? - Past Present and Future. Paper presented at 21st QMOD-ICQSS conference, August 22-24, 2018 Cardiff, Wales, UK.
Åpne denne publikasjonen i ny fane eller vindu >>Why Action Research and Quality Management is such a Nice Match: And How to Make them Dance without Falling
2018 (engelsk)Inngår i: Proceedings of the 21st QMOD conference: The Quality Movement, Where are we going ? - Past Present and Future, 2018Konferansepaper, Publicerat paper (Fagfellevurdert)
Abstract [en]

Purpose

For anyone digging into the concepts, it becomes obvious that action research and quality management are a really nice match. They share many of their conceptual roots, intentions, core principles/dimensions and processes. Current best practice of quality management can even be understood as doing and strengthening action research processes, in terms of the Plan-do-study-act cycle (PDSA), in organizations. However, the choice, design and application of action research within quality management research is surprisingly seldom discussed or shared. The purpose of this paper is hence to elaborate on how action research and quality management are closely interrelated and how action research can be used more frequently and successfully in quality management research. In addition, the paper hopes to contribute to revitalizing what could be considered the most fundamental practice of quality management: the PDSA cycle.    

Method

The paper is based on a conceptual discussion combined with illustrative experiences and learnings from several research projects that have applied action research to develop the field of Quality Management. The projects and examples illustrate and share both experiences of dancing at its best and a few uncomfortable falls.

 

Findings

The paper identifies several critical factors to consider when designing and applying action research within quality management research. 

 

Practical Implications

As action research is defined by its double aim, developing both scientific knowledge and practice, the ability to successfully design and apply action research in quality management research has large practical implications. One obvious risk if this dance fails is that academic researchers draw back from practice and their ambitions of developing and contributing to practice in their research. The findings of the paper are hoped to increase the number of successful future applications of action research within quality management.

 

Originality

The study provide insights in an area sparsely discussed in previous academic work.

Emneord
Action research, Quality Management, Research design, Total Quality Management, Lean
HSV kategori
Identifikatorer
urn:nbn:se:miun:diva-34479 (URN)
Konferanse
21st QMOD-ICQSS conference, August 22-24, 2018 Cardiff, Wales, UK
Prosjekter
SMICE
Forskningsfinansiär
Interreg Sweden-Norway
Tilgjengelig fra: 2018-09-24 Laget: 2018-09-24 Sist oppdatert: 2018-09-24bibliografisk kontrollert
Bäckström, I., Ingelsson, P., Snyder, K., Hedlund, C. & Lilja, J. (2017). Capturing Value-based leadership in Practice:: Insights from developing and applying an AI-interview guide. In: Dahlgaard-Park, Su Mi and Dahlgaard, Jens J. (Ed.), Challenges and Opportunities of Quality in the 4th Industrial Revolution: On quality and service sciences ICQSS 2017. Paper presented at 20th QMOD conference, 4-7 August, Helsingör, Denmark.
Åpne denne publikasjonen i ny fane eller vindu >>Capturing Value-based leadership in Practice:: Insights from developing and applying an AI-interview guide
Vise andre…
2017 (engelsk)Inngår i: Challenges and Opportunities of Quality in the 4th Industrial Revolution: On quality and service sciences ICQSS 2017 / [ed] Dahlgaard-Park, Su Mi and Dahlgaard, Jens J., 2017Konferansepaper, Publicerat paper (Fagfellevurdert)
Abstract [en]

Abstract

One of the most critical aspects for building quality and innovation in organizations is the role of values. Performance suffers when organizations fail to prioritize values. A challenge for many leaders is to understand deep-rooted values together with what they are and how they are developed. These deep-rooted values are reflected in the behaviors, language and signs occurring in the organization and can be seen as the organizations culture. When a culture is shaped, leadership is central and the managers in the organization are vital. Managers in an organization affect the predominating culture through their behaviors and approach to their co-workers. This make it interesting to try to find out underlying values held by managers striving for good leadership and performance. Underlying values can be unconscious and taken for granted, and thereby hard to ask about.  By using an interview guide inspired by Appreciative Inquiry (AI) (an approach based on generativity and positivity), underlying values and the leadership used by top managers can be discovered.

 

Purpose - The purpose of this paper is to present and discuss the results from the Appreciative Inquiry (AI) inspired interviews to explore the underlying values held by top manager and to identify soft aspects of leadership.

 

Methodology/approach – Top managers were interviewed as a part of a research project with the aim to support the development of value-based leadership that integrates company values, organizational culture, customer needs and sustainable development. A structured interview guide, inspired by AI, was developed and used to pinpoint their motivation and vision of a good organization in order to understand the values the leaders had and to identify soft aspects of leadership.  The interviews were analyzed in workshops with the whole research group and structured and visualized through affinity chart.

 

Findings – The results show underlying values held by top managers and identified soft aspects of leadership.

 

Practical implications – The presented interview guide can be used to identify the top managers underlying values and the presented results from the interviews can be used to inspire other leaders to develop their leadership in their striving of good leadership and effective organizations.

Emneord
Value-based, Leadership, Values, Organizational culture, Appreciative Inquiry
HSV kategori
Identifikatorer
urn:nbn:se:miun:diva-32082 (URN)978-91-7623-086-2 (ISBN)
Konferanse
20th QMOD conference, 4-7 August, Helsingör, Denmark
Prosjekter
Simply Lean
Forskningsfinansiär
Knowledge Foundation
Tilgjengelig fra: 2017-11-16 Laget: 2017-11-16 Sist oppdatert: 2018-04-26bibliografisk kontrollert
Hedlund, C., Bäckström, I., Ingelsson, P., Snyder, K. & Lilja, J. (2017). Continuous Improvement of Leadership: Evaluation of peer-coaching experiments. In: : . Paper presented at 20th QMOD Conference, Helsingör, Denmark, 4-7 August, 2017.
Åpne denne publikasjonen i ny fane eller vindu >>Continuous Improvement of Leadership: Evaluation of peer-coaching experiments
Vise andre…
2017 (engelsk)Konferansepaper, Publicerat paper (Fagfellevurdert)
Abstract [en]

This paper investigates continuous improvement of leadership with the aid of coaching and specifically peer-coaching as a model for leadership improvement. The paper is based on the idea of experimental learning both as a tool to motivate, educate and inspire leaders in two studied organizations. Learning-by-doing along with reflection has formed the basis for leadership improvement and leadership awareness in this study. The concept of Developing- by-doing have been used to help leaders design the foundation of an organizational specific coaching model. 

Emneord
Leadership, Continuous improvement of leadership, Peer-coaching, Lean, TQM/ Total Quality Management
HSV kategori
Identifikatorer
urn:nbn:se:miun:diva-32607 (URN)
Konferanse
20th QMOD Conference, Helsingör, Denmark, 4-7 August, 2017
Prosjekter
Simply Lean
Tilgjengelig fra: 2017-12-22 Laget: 2017-12-22 Sist oppdatert: 2019-03-04bibliografisk kontrollert
Organisasjoner
Identifikatorer
ORCID-id: ORCID iD iconorcid.org/0000-0002-5431-0392