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Ingelsson, P., Bäckström, I. & Snyder, K. (2018). Adapting a Lean leadership-training program within a health care organization through co-creation. In: Su Mi Park-Daahlgard (Ed.), 21st QMOD conference on quality and service science ICQSS, 22-24 August 2018, Cardiff University, Wales, UK: . Paper presented at 21st QMOD conference on quality and service science ICQSS, 22-24 August 2018, Cardiff University, Wales, UK.
Open this publication in new window or tab >>Adapting a Lean leadership-training program within a health care organization through co-creation
2018 (English)In: 21st QMOD conference on quality and service science ICQSS, 22-24 August 2018, Cardiff University, Wales, UK / [ed] Su Mi Park-Daahlgard, 2018Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

Purpose –The purpose is to describe and evaluate a Lean leadership-training program within the healthcare sector, developed through a co-creative process with the intent of enhancing the possibilities for a context-specific adaption of Lean.

Methodology/approach – A co-created leadership-training program, executed over a period of one year, is described both as a model development process and as the final training program. The program was evaluated through reflective discussions and feedback as well as a written final evaluation of the program from participants in the program.  

Findings – Even though the process was not followed to the end the evaluation shows that the objectives of the training program was met, at least amongst the participators attended the whole program. Using a co-creative process when developing and realizing a leadership-training program enhances the possibilities for an organizational adaption of Lean to its own context. One condition for this approach to be successful is that the expectation on both the organization and the University needs to be in focus through the whole process. In addition the executive team needs to be continuously engaged and create conditions for the organization to realize the potential winnings from the training program.

Keywords
Health Care, Lean leadership, Lean implementation, Leadership-training program, co-create
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-34306 (URN)
Conference
21st QMOD conference on quality and service science ICQSS, 22-24 August 2018, Cardiff University, Wales, UK
Funder
The Kamprad Family Foundation
Available from: 2018-08-28 Created: 2018-08-28 Last updated: 2018-09-05Bibliographically approved
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
Open this publication in new window or tab >>Capturing value-based leadership in practice: Insights from developing and applying an AI-interview guide
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2018 (English)In: International Journal of Quality and Service Sciences, ISSN 1756-669X, E-ISSN 1756-6703, Vol. 10, no 4, p. 422-430Article in journal (Refereed) 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.

Keywords
Values, Leadership, Appreciative Inquiry, Organizational culture, Value-based
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-34562 (URN)10.1108/IJQSS-01-2018-0004 (DOI)000447318700006 ()
Available from: 2018-10-01 Created: 2018-10-01 Last updated: 2018-11-19Bibliographically approved
Carnerud, D., Jaca, C. & Bäckström, I. (2018). Kaizen and continuous improvement – trends and patterns over 30 years. The TQM Journal, 30(4), 371-390
Open this publication in new window or tab >>Kaizen and continuous improvement – trends and patterns over 30 years
2018 (English)In: The TQM Journal, ISSN 1754-2731, E-ISSN 1754-274X, Vol. 30, no 4, p. 371-390Article in journal (Refereed) Published
Abstract [en]

Purpose: The purpose of this paper is to depict how Kaizen and continuous improvement (CI) are represented in scientific journals focusing on quality management (QM) from the 1980s until 2017. Additionally, the study aims to examine how Kaizen is studied and described and how the relationship between Kaizen and CI is portrayed. Design/methodology/approach: The study applies a mixed methods approach to search for tendencies and outlines concerning Kaizen and CI in four scientific journals focusing on QM and two focusing on OM. The data set contains entries from 1980 until 2017, which makes it possible to depict how Kaizen has evolved over more than 30 years. Findings: The findings show that Kaizen and CI attained special interest in the mid-1990s, after which interest appears to have decreased. However, the findings imply that a regenerated interest for the areas spiked post 2010. In addition, the results indicate that Kaizen is on the one hand accepted by one part of the management community but on the other hand completely ignored by the rest. Finally, the data illuminate a need to strengthen and clarify Kaizen’s theoretical basis and its relationship to CI. Practical implications: If an aspiration exists to increase the success rate of Kaizen implementation, the results from the study highlight the need to address and clarify epistemological, terminological and theoretical issues. Originality/value: Prior data mining studies pinpointing how Kaizen and CI have evolved over the last 30 years appear not to exist. 

Keywords
Continuous improvement, Kaizen, Management fashion, Quality management, Text mining, TQM
National Category
Economics and Business
Identifiers
urn:nbn:se:miun:diva-34545 (URN)10.1108/TQM-03-2018-0037 (DOI)2-s2.0-85048752820 (Scopus ID)
Available from: 2018-09-27 Created: 2018-09-27 Last updated: 2018-09-27Bibliographically approved
Eriksson, M., Bäckström, I., Ingelsson, P. & Åslund, A. (2018). Measuring customer value in commercial experiences. Total quality management and business excellence (Online), 29(5-6), 618-632
Open this publication in new window or tab >>Measuring customer value in commercial experiences
2018 (English)In: Total quality management and business excellence (Online), ISSN 1478-3363, E-ISSN 1478-3371, Vol. 29, no 5-6, p. 618-632Article in journal (Refereed) Published
Abstract [en]

Customer value is of importance to all businesses in the search for competitive advantage. To learn about what customers truly appreciate, measuring can be a vital source of information towards an understanding of what creates customer value. Commercial experiences are claimed to be an offering of their own, separate from goods and services. The existing tools and models for measuring customer value do not focus on the elements pointed out as vital for commercial experiences. A case study was performed on customers participating in a high-impact commercial experience to understand what is valuable to the customer. The results were used todevelop an approach to measuring customer value specifically for commercial experiences. In the study, questionnaires were designed to find out about custom erexpectations before the experience compared with customer satisfaction after theexperience in search for important factors of customer value. The study achieved a high score indicating a high level of received customer value, reinforcing the selected measurement variables. The approach proposes the development of a measuring tool consisting of 22 elements along with the WOW-impact specificallyadapted for measuring customer value in commercial experiences. This is one way of expressing the created experiential quality.

Keywords
customer value, hedonic value, commercial experiences, measuring service quality, experiential value, experiential quality
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-29376 (URN)10.1080/14783363.2016.1224084 (DOI)000424128600007 ()2-s2.0-85041626825 (Scopus ID)
Available from: 2016-12-01 Created: 2016-12-01 Last updated: 2018-04-25Bibliographically approved
Ingelsson, P., Bäckström, I. & Snyder, K. (2018). Strengthening quality culture in private sector and health care: What can we learn from applying soft measures?. Leadership in Health Services, 31(3), 276-292
Open this publication in new window or tab >>Strengthening quality culture in private sector and health care: What can we learn from applying soft measures?
2018 (English)In: Leadership in Health Services, ISSN 1751-1879, E-ISSN 1751-1887, Vol. 31, no 3, p. 276-292Article in journal (Refereed) Published
Abstract [en]

Purpose – The purpose of this study is to present a comprehensive approach to studying organizational culture using “soft measures” to facilitate sustainable quality development in organizations. The purpose is also to present, discuss and compare the results from a survey designed to measure a company’s value base.

Design/methodology/approach – A number of different methods were used to collect soft data to study and measure organizational culture and at the same time influence the culture and the leadership within three organizations. One method, the survey, was used on two different occasions to obtain an overview of the culture within an organization and to investigate if the activities had influenced the culture and the leadership.

Findings – The application of soft measures used by leaders to study and develop organizational culture resulted in statistically significant positive changes in organizational work culture, according to a pre-post survey after a short period of one year.

Practical implications – The approach can be used by leaders in different types of organizations as the challenge of changing the organizational culture through the leadership seems to be a common challenge regardless of line of business.

Originality/value – The study shows the benefits of using a comprehensive approach to assess an organization’s culture based on qualitative measures and analysis.

Keywords
Values, Leadership, Lean, Organizational culture, Quality management, Soft measures
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-34042 (URN)10.1108/LHS-02-2018-0012 (DOI)000439096700003 ()30016922 (PubMedID)2-s2.0-85048052683 (Scopus ID)
Available from: 2018-06-29 Created: 2018-06-29 Last updated: 2018-09-27Bibliographically approved
Snyder, K., Ingelsson, P. & Bäckström, I. (2018). Using design thinking to support value-based leadership for sustainable quality development. Business Process Management Journal, 24(6), 1289-1301
Open this publication in new window or tab >>Using design thinking to support value-based leadership for sustainable quality development
2018 (English)In: Business Process Management Journal, ISSN 1463-7154, E-ISSN 1758-4116, Vol. 24, no 6, p. 1289-1301Article in journal (Refereed) Published
Abstract [en]

Purpose

The purpose of this paper is to present findings from a study of value-based leadership in which design thinking was used as a participatory, iterative process to examine and stimulate changes in organizational culture and develop value-based leadership in Swedish manufacturing. Of particular interest to the authors was to make visible and understand the constraints in leadership that kept leaders from understanding and working with organizational culture and values.

Design/methodology/approach

A three-year multi-site case study was conducted in collaboration with three manufacturing companies in Sweden. The study design was based on a collaborative, iterative model using the Stanford Design thinking framework in which data were collected through a series of workshops using a variety of sources including: leadership survey; interviews with three general directors; focus groups with middle- and top-level managers; observations and cultural analysis, survey; storytelling and appreciative inquiry (AI); and an employee questionnaire. Respondents in the study represented leadership teams in three Swedish manufacturing companies and their employees.

Findings

In general, there is a lack of dialogue among leaders about what is leadership, what is culture and what is meant by values in the organization. As well, there is a heavy emphasis on structure and process, yet, at the same time, there lacks a clear understanding about why the structures exist and how they can be used to spawn innovation. Moreover, participating leaders in manufacturing succumb to a crisis leadership model that results from the heavy emphasis on productivity and bottom-line effectiveness. Design thinking and the methods used to develop work culture, including AI, storytelling and coaching, provided leaders with new insights into the culture within the company. Leaders were able to identify both constraints and possibilities for changing the culture from disengagement to engagement. Through the process, they also began to identify values and recognized the importance of valuing employees to affect innovation and build a culture of engagement. The authors also witnessed increased dialogue among leaders that reflected an understanding of the importance to engage middle managers and employees in problem solving and innovation.

Originality/value

This study demonstrates that leaders can benefit from innovative approaches to identifying and building work culture to achieve value-based leadership.

Keywords
quality leadership
National Category
Engineering and Technology
Identifiers
urn:nbn:se:miun:diva-34315 (URN)10.1108/BPMJ-02-2018-0045 (DOI)000447007200002 ()
Projects
Simply Lean
Funder
Knowledge Foundation
Available from: 2018-08-30 Created: 2018-08-30 Last updated: 2018-11-19Bibliographically approved
Bäckström, I. & Sjöstedt Landén, A. (2017). Bortom New Public Management? Berättelser om arbetssituationen i akademin (1ed.). In: Giritly Nygren, K. & Gidlund, K. L. (Ed.), Mitt, ditt och vårt universitet: Att förstå något gemensamt (pp. 59-72). Sundsvall/Östersund: Mid Sweden University
Open this publication in new window or tab >>Bortom New Public Management? Berättelser om arbetssituationen i akademin
2017 (Swedish)In: Mitt, ditt och vårt universitet: Att förstå något gemensamt / [ed] Giritly Nygren, K. & Gidlund, K. L., Sundsvall/Östersund: Mid Sweden University , 2017, 1, p. 59-72Chapter in book (Other academic)
Place, publisher, year, edition, pages
Sundsvall/Östersund: Mid Sweden University, 2017 Edition: 1
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-30842 (URN)
Projects
MIUN 2025
Available from: 2017-06-11 Created: 2017-06-11 Last updated: 2017-11-17Bibliographically approved
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.
Open this publication in new window or tab >>Capturing Value-based leadership in Practice:: Insights from developing and applying an AI-interview guide
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2017 (English)In: 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., 2017Conference paper, Published paper (Refereed)
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.

Keywords
Value-based, Leadership, Values, Organizational culture, Appreciative Inquiry
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-32082 (URN)978-91-7623-086-2 (ISBN)
Conference
20th QMOD conference, 4-7 August, Helsingör, Denmark
Projects
Simply Lean
Funder
Knowledge Foundation
Available from: 2017-11-16 Created: 2017-11-16 Last updated: 2018-04-26Bibliographically approved
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.
Open this publication in new window or tab >>Continuous Improvement of Leadership: Evaluation of peer-coaching experiments
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2017 (English)Conference paper, Published paper (Refereed)
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. 

Keywords
Leadership, Continuous improvement of leadership, Peer-coaching, Lean, TQM/ Total Quality Management
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-32607 (URN)
Conference
20th QMOD Conference, Helsingör, Denmark, 4-7 August, 2017
Projects
Simply Lean
Available from: 2017-12-22 Created: 2017-12-22 Last updated: 2018-04-26Bibliographically approved
Bäckström, I., Ingelsson, P. & Snyder, K. (2017). Enhancing Sustainable Quality Culture. In: : . Paper presented at Canadian Quality Congress, Toronto, September 7-8, 2017.
Open this publication in new window or tab >>Enhancing Sustainable Quality Culture
2017 (English)Conference paper, Oral presentation with published abstract (Refereed)
Abstract [en]

In 2015, a project was initiated to explore how quality can be enhanced in Swedish businesses by developing an internal coaching process to support value-based leadership development. The three–year project, financed by The Knowledge Foundation, is a research and development partnership consisting of three Swedish manufacturing companies and Mid Sweden University. Results presented in the poster address both the process and outcomes from this project.

Purpose

To present the results in changes in a company's value-base two years into a project with the purpose to explore how quality can be enhanced when a value-based leadership is integrated with sustainable practices.

Method:

A number of activities were completed in the company. A survey was designed to measure SQD values as an indicator for value based leadership. The survey were administered both at the start of the project and then again one year later to measure changes in leadership and values. The results from the survey were first analyzed using SPSS (Cronbach Alpha and T-test) and then in relation to completed activities. This was done by the research team together with management team in the company.

Results:

The results will be the presentation of completed activities within the company as well as results from the two measurements shows that the mean of the measured values are higher in the second measurement when it comes to the whole factory. When it comes to the managers it is the opposite regarding how they look at their role when it comes to the values: Leadership commitment and Participation of everybody.

Conclusions so far:

  • Measuring soft aspects helps to focus on culture and values.
  • The wording of the statements can affect culture.
  • Talking about leadership in connection to an organizations unique context initiates new dialog forms, topics, and gives the leaders a “leadership language”.
  • Focusing on positive aspects of leadership creates energy and a solution focused climate.
  • Statistically significant results can be shown after such a short period as one year.
  • Increased pride in the team and the work-place!
  • Further investigate correlations between factors. 
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-32352 (URN)
Conference
Canadian Quality Congress, Toronto, September 7-8, 2017
Projects
Simply Lean
Funder
Knowledge Foundation
Available from: 2017-12-08 Created: 2017-12-08 Last updated: 2017-12-13Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0001-7621-2649

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