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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)
Available from: 2018-06-29 Created: 2018-06-29 Last updated: 2018-08-13Bibliographically 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
Åslund, A. & Bäckström, I. (2017). Management processes and management’s role in customer value creation. International Journal of Quality and Service Sciences, 9(2), 148-164
Open this publication in new window or tab >>Management processes and management’s role in customer value creation
2017 (English)In: International Journal of Quality and Service Sciences, ISSN 1756-669X, E-ISSN 1756-6703, Vol. 9, no 2, p. 148-164Article in journal (Refereed) Published
Abstract [en]

Purpose

The purpose of this paper is to study management processes within successful societal entrepreneurship to further understand the role of management in customer value creation.

Design/methodology/approach

Management in three successful societal entrepreneurship initiatives has been studied. Data have been collected through interviews, direct observation, participant observation and documentation. Management tasks, activities and behaviours have been identified and analysed from a system view.

Findings

The result presents essential management processes important for societal customer value creation, their input, output and main focus. Some management processes are inter-related and are sometimes part of another management process. The management seems driven by “need”, “opportunity”, “interest” and “demand”, when creating societal customer value. From a system perspective, management has an indirect role in societal customer value creation and is important for possibilities to create societal customer value. Both the initiative and the surroundings have been found to be of importance to the management’s scope for contributing to societal customer value creation.

Originality/value

The study provides the possibility to understand and learn from management, the management processes and their role in societal customer value creation. Thereby, it describes how to successfully provide customer value to society and work with societal, environmental and sustainability issues.

Keywords
Management, Customer value, Social, Value creation, Quality management, Societal
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-31408 (URN)10.1108/IJQSS-11-2015-0074 (DOI)000413091800002 ()2-s2.0-85025091828 (Scopus ID)
Available from: 2017-08-16 Created: 2017-08-16 Last updated: 2017-12-12Bibliographically approved
Lilja, J., Ingelsson, P., Snyder, K., Bäckström, I. & Hedlund, C. (2017). Metaphors: We Manage and Develop Quality by Screening and Elaborating on the Metaphors of Quality Management. In: : . Paper presented at 20th QMOD Conference, Helsingör, Denmark, 4-7 August, 2017.
Open this publication in new window or tab >>Metaphors: We Manage and Develop Quality by Screening and Elaborating on the Metaphors of Quality Management
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2017 (English)Conference paper, Published paper (Refereed)
Abstract [en]

Purpose: Metaphors are a powerful and human way of understanding and experiencing one kind of thing in terms of another. In Quality Management (QM) several metaphors are used to describe and bring to life the often abstract QM concepts and systems in clearer terms. These metaphors are undoubtedly of great importance for how QM is understood, communicated and practiced. They can also be assumed to have a significant impact on the perceived attractiveness of, and engagement in, QM systems. However, the metaphors of QM have seldom been systematically screened or put in focus, neither the topic of a critical discussion. The purpose of this paper is hence to contribute with a screening of the metaphors currently used, within QM literature and in practice among QM leaders, and then elaborate on their potential for improvement and development.

Methodology/Approach: The paper is based on a literature review combined with interviews of QM leaders.

Findings: The paper highlights that the current QM metaphors provide intuitive associations to properties such as stability, shelter, and structure but not to the important dynamic properties of QM, such as learning, or to the critical role of people in QM. It also provides suggestions for further improvements and development.

Value of the Paper: The paper highlights the area of metaphors within QM as an important area for future research. It also provides insights concerning the successful use and selection of metaphors in future QM practice.

Keywords
Quality Management, Metaphors, Generativity, Leadership, Lean Leadership
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-32530 (URN)
Conference
20th QMOD Conference, Helsingör, Denmark, 4-7 August, 2017
Projects
Simply Lean
Available from: 2017-12-19 Created: 2017-12-19 Last updated: 2018-04-26Bibliographically approved
Cronemyr, P., Bäckström, I. & Rönnbäck, Å. (2017). Quality culture deployment: using behaviours to explain, diagnose and improve a quality culture. International Journal of Quality and Service Sciences, 9(3/4), 498-518
Open this publication in new window or tab >>Quality culture deployment: using behaviours to explain, diagnose and improve a quality culture
2017 (English)In: International Journal of Quality and Service Sciences, ISSN 1756-669X, E-ISSN 1756-6703, Vol. 9, no 3/4, p. 498-518Article in journal (Refereed) Published
Abstract [en]

Purpose – Today’s organizations face the challenge of measuring the right things and then using those measurements as a starting point to work with improved quality. The failure to generate a shared value base is pointed out as one main cause for the inability to effectively apply Quality Management and Lean within organizations, thus it appears central to measure these values. However, the measuring of values and behaviours, seems to be missing within both concepts. Therefore, there is a need for a tool that measures not only quality values, but also behaviours that support or obstruct a quality culture. The purpose of this paper is to describe how a measuring tool which measures Quality Culture can be designed and structured. Methodology/approach – A project with the aim to measure and develop Quality Culture started in 2015 by three Swedish universities/institutes and seven organizations. During several workshops quality values and supportive and obstructive behaviours were developed and described. This resulted in a survey where employees of the participating organizations ranked performance and importance of the described behaviours. The results were presented and discussed in a fourth workshop. Findings – A framework of behaviours and a measurement tool for a Quality Culture are presented in this paper. Originality/value – The framework of behaviours, supporting or obstructing a Quality Culture, is original and may be very useful to diagnose and develop a Quality Culture.

Keywords
Quality Culture, Quality Values, Behaviour, Measur ing Tool, Collaboration
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-31409 (URN)10.1108/IJQSS-02-2017-0008 (DOI)000413093900019 ()2-s2.0-85029888926 (Scopus ID)
Available from: 2017-08-16 Created: 2017-08-16 Last updated: 2017-12-12Bibliographically approved
Snyder, K., Hedlund, C., Ingelsson, P. & Bäckström, I. (2017). Storytelling: a co-creative process to support value-based leadership. Paper presented at QMOD 2016. International Journal of Quality and Service Sciences, 9(3/4), 484-497
Open this publication in new window or tab >>Storytelling: a co-creative process to support value-based leadership
2017 (English)In: International Journal of Quality and Service Sciences, ISSN 1756-669X, E-ISSN 1756-6703, Vol. 9, no 3/4, p. 484-497Article in journal (Refereed) Published
Abstract [en]

Purpose

The purpose of this paper is to identify constraints and possibilities to develop a value-based leadership in manufacturing using storytelling as a co-creative method and process.

Design/methodology/approach

A multi-site case study was conducted in which storytelling was used as a data collection tool and co-creative process to explore dimensions in the company’s cultures that could provide a deeper understanding about the constraints and possibilities that exist for developing value-based leadership in manufacturing.

Findings

Storytelling has a positive impact on leadership and communication highlighting important aspects of the organizational culture to support sustainable development and innovation.

Originality/value

This study demonstrates how storytelling can be used by leaders in manufacturing to build cultures of innovation and sustainability. And identifies constrains and possibilities for developing value-based leadership.

Keywords
Co-creation, Culture, Storytelling, Sustainable quality, Value-based leadership
National Category
Engineering and Technology
Identifiers
urn:nbn:se:miun:diva-31579 (URN)10.1108/IJQSS-02-2017-0009 (DOI)000413093900018 ()2-s2.0-85029860287 (Scopus ID)
Conference
QMOD 2016
Available from: 2017-09-13 Created: 2017-09-13 Last updated: 2017-12-12Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0001-7621-2649

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