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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 ()2-s2.0-85050189979 (Scopus ID)
Available from: 2018-10-01 Created: 2018-10-01 Last updated: 2019-03-27Bibliographically approved
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.
Open this publication in new window or tab >>What Quality Management can Learn from Designers about Being Qualitative
2018 (English)In: Proceedings for Pin-C 2018, 2018Conference paper, Published paper (Refereed)
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.

National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-35284 (URN)
Conference
The 5th Participatory Innovation Conference, PIN-C 2018, Eskilstuna, Sweden, 11-13 January 2018
Available from: 2018-12-18 Created: 2018-12-18 Last updated: 2018-12-19Bibliographically 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: 2019-03-04Bibliographically 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: 2019-05-13Bibliographically 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
Abrahamsson, C., Lilja, J. & Hedlund, C. (2017). Towards New Levels of Creating/Improving and Understanding Value in Swedish Municipalities: A Review of Research on Understanding and Creating Value in Municipal Quality Development by Qualitative Approaches (and Co-Creation). In: : . Paper presented at 20th QMOD Conference, Helsingör, Denmark, 4-7 August, 2017.
Open this publication in new window or tab >>Towards New Levels of Creating/Improving and Understanding Value in Swedish Municipalities: A Review of Research on Understanding and Creating Value in Municipal Quality Development by Qualitative Approaches (and Co-Creation)
2017 (English)Conference paper, Published paper (Refereed)
Abstract [en]

Purpose

Quality management and Lean initiatives are currently widespread in the Swedish municipal sector. It is also made clear that all Lean initiatives should be initiated to benefit the customer and not for internal organizational reasons. However, the practices currently used for understanding value creation in the municipalities tend to focus heavily on the use of numerical, quantitative approaches. In sharp contrast, the growing field of, for example, design thinking argue that qualitative approaches are key when it comes to getting closer to the citizens, establishing new levels of understanding and thereby inspiring new and better solutions. In sum, it seems likely that municipalities are struggling with developing quality due to relying, in too one-sided on the use of quantitative rather than qualitative approaches to understand and spark new levels of value creation. The purpose of this paper is to contribute with a review of research concerning qualitative approaches for understanding and co-creating value in municipal quality development.

 

Methodology/Approach The paper is based on a literature review.

 

Findings The paper provides an overview of previous research concerning practices for evaluating and understanding value creation in the context of a municipal quality development.

 

Value of the paper

This overview is of value for practitioners within the context, as well as researchers that wants to contribute within this area.

Keywords
Quality Management, Value Creation, Perceived value, Customer value, Measurement methods, Public sector, Quality Improvements, Lean, Municipality
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-32531 (URN)
Conference
20th QMOD Conference, Helsingör, Denmark, 4-7 August, 2017
Available from: 2017-12-19 Created: 2017-12-19 Last updated: 2018-04-26Bibliographically approved
Ingelsson, P., Bäckström, I., Snyder, K., Lilja, J. & Hedlund, C. (2017). Truly changing the culture – learnings from a value-based top leader. In: Su Mi Dahlgaard Park (Ed.), 20th QMOD conference: Challenges and Opportunities of Quality in the 4th Industrial Revolution. Paper presented at 20th QMOD conference, Copenhagen/Helsingborg, 5-7 August, 2017.
Open this publication in new window or tab >>Truly changing the culture – learnings from a value-based top leader
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2017 (English)In: 20th QMOD conference: Challenges and Opportunities of Quality in the 4th Industrial Revolution / [ed] Su Mi Dahlgaard Park, 2017Conference paper, Published paper (Refereed)
Abstract [en]

Both TQM and Lean are said to rest on a number of values that in turn are said to be the building blocks of the organizational culture needed to successfully apply TQM or Lean in an organization. The reason why applying Lean or TQM fail is frequently explained by the lack of focusing on values and culture and instead too big focus on tools and methods. In this context, leadership is often mentioned as one if the main keys to change the organizational culture as the leaders in organizations are the bearer of values. There is also a strong connection between values held and behaviors shown by the leaders and the co-workers in the organization. So the question arises; how come it´s so hard to make the change in leadership behaviors and by that the organizational culture? At the same time, there are leaders succeeding with consciously changing the culture and the values held by the co-workers. What can we learn from such a leaders that have succeeded in changing an exciting culture in an organization?

Purpose - The purpose of this paper is to present the values held by and the ways of working used by a top leader (COO) with the aim to change the organizational culture.

Methodology/approach – The Chief Operating Officer (COO) of a successful Lean company was interviewed in order to identify the managers´ values as well as ways of working. A developed interview guide was used to get an understanding of the values the leader had and to identify “other” softer aspects of his leadership. The results from the study was analyzed by the researchers, first by each researcher individually, then in workshops as a group.

Findings – The results show that the COO appears to have an understanding about the connection between values and behaviors something shown by the close connection between the identified ways of working and values. The result also shows ways of working to achieve a cultural change, were the use of ROFO can be seen as a driving force for this. The COO displays a leadership and a value-base much in line with Lean leadership and value-base.Practical implications – The presented results can be used by leaders in different types of organization in their work with developing the culture and leadership.

Keywords
Lean, Leadership, Values, Organizational Culture, ROFO, Coaching
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-31972 (URN)
Conference
20th QMOD conference, Copenhagen/Helsingborg, 5-7 August, 2017
Available from: 2017-11-01 Created: 2017-11-01 Last updated: 2018-04-26Bibliographically approved
Bäckström, I., Ingelsson, P., Snyder, K., Hedlund, C. & Lilja, J. (2016). Collection of baseline data – expanding the scope. In: EurOMA 2016 - Interactions: . Paper presented at 23rd EurOMA Conference Interactions, 17th-22nd June, Trondheim, Norway.
Open this publication in new window or tab >>Collection of baseline data – expanding the scope
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2016 (English)In: EurOMA 2016 - Interactions, 2016Conference paper, Published paper (Refereed)
Abstract [en]

For leaders to successfully meet the complexity of businesses today, many argue the need to design a performance measurement system that integrates hard data outcomes with soft measures found in organizational culture including values, norms, and behaviors. The purpose of this paper is to present an approach to collecting baseline data that captures the soft dimensions of organizational culture with system thinking as a guiding theory. The results present an approach for measuring the soft dimensions of organizational culture with description of methods, the type of data and what level of organizational culture they measure.

Keywords
Baseline data, Measuring, Improvement
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-29128 (URN)
Conference
23rd EurOMA Conference Interactions, 17th-22nd June, Trondheim, Norway
Available from: 2016-10-21 Created: 2016-10-21 Last updated: 2016-12-02Bibliographically approved
Hedlund, C., Lilja, J., Ingelsson, P., Bäckström, I. & Snyder, K. (2016). Research On Toyota Kata? Proposing A Future Research Agenda For The Emerging Practice. In: EurOMA Conference Proceedings: Interactions 2016. Paper presented at 23rd International Annual EurOMA Conference, June 17-22, 2016, Trondheim, Norway.
Open this publication in new window or tab >>Research On Toyota Kata? Proposing A Future Research Agenda For The Emerging Practice
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2016 (English)In: EurOMA Conference Proceedings: Interactions 2016, 2016Conference paper, Published paper (Refereed)
Abstract [en]

Since the bestselling book “Toyota Kata” was first published in 2009 the practices of the Toyota Kata has spread quickly among practitioners and consultants all over the world. However, the number of academic papers and studies concerning Toyota Kata occurs as remarkably sparse. Based on the apparent gap, this paper identifies and proposes a future research agenda on Toyota Kata based on a survey with Swedish Toyota Kata experts. As a result, 20 areas are highlighted and identified as the currently most desirable to understand and study more closely. Based on the areas, six themes are also identified and formulated. 

Keywords
Lean, Toyota Kata, Continous Improvements
National Category
Reliability and Maintenance
Identifiers
urn:nbn:se:miun:diva-29579 (URN)
Conference
23rd International Annual EurOMA Conference, June 17-22, 2016, Trondheim, Norway
Projects
Simply Lean
Funder
Knowledge Foundation
Available from: 2016-12-14 Created: 2016-12-14 Last updated: 2018-04-26Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0003-2352-9006

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