From management to leadership: a shift towards understanding the organizational complexity of multidisciplinary collaboration

Villumsen, Anne Marie Anker; Kristensen, Ole Steen

doi:10.1080/13691457.2015.1084270

Cited by 6 publications

(3 citation statements)

References 28 publications

(34 reference statements)

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“…Det kan trots det tyckas att samverkan ser ut att vara svar på en mängd utmaningar som samhället ställs inför. Flera forskare menar att samverkansarbetet bör föregås av en mängd överväganden och att det är viktigt att förstå komplexiteten i samverkan om framgång ska bli möjlig (Axelsson & Bihari Axelsson 2007;Huxham & Vangen 2005;Villumsen & Kristensen 2016). I samverkans komplexitet innefattas bland annat de olika organisationernas normsystem, kulturer och regelverk (Bryson m fl.…”

Section: Samverkan Mellan Organisationerunclassified

Att skapa mening i en komplex praktik : Föreställningar om brottspreventiva samverkansformer mellan omsorg och kontroll

Söderberg

2023

Linköping Studies in Arts and Sciences

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Section: Samverkan Mellan Organisationerunclassified

Att skapa mening i en komplex praktik : Föreställningar om brottspreventiva samverkansformer mellan omsorg och kontroll

Söderberg

2023

Linköping Studies in Arts and Sciences

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“…The concept of collaboration through partnerships can be understood within the framework of governance in late modernity. In place of top-down ruling from the central state, there are horizontal semiindependent network structures at the regional and local levels that connect to the central state through trust and normative discourses (Dean, 1999;Villumsen & Kristensen, 2016). Still, the centrality for collaboration in Swedish youth crime prevention policy is not really novel, but follows a long tradition (Edvall Malm, 2012).…”

Section: Collaboration Partnerships As a Perennial Answermentioning

confidence: 99%

Organisational exceptions as vehicles for change: collaborative strategies, trust, and counter strategies in local crime prevention partnerships in Sweden

Forkby

2018

European Journal of Social Work

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Enhanced collaboration is among the most common strategies in Swedish crime prevention. This includes multi-agency, cross-professional work and also coordinated activities between public authorities and civil society, often in the framework of a partnership approach. The social services bear the main responsibility for setting up and facilitating this collaboration. In this article, two crime prevention programmes in Gothenburg are analysed together. Both targeted gangs and social disturbances, and both used independent coordinators, mainly social workers, as key holders of the intervention strategy. The projects were investigated using an ethnographic mixed-method approach, where 51 interviews with stakeholders in the partnerships provide the main data used for the analysis. The interaction between these free-standing coordinators (labelled organisational exceptions) and the involved stakeholders reveals an intricate interplay of strategies and counterstrategies used either to evoke change and facilitate joint work or to resist intrusive actions on the part of the coordinators. By understanding the different logics of strategic and operative work in relation to the use of systematic or unsystematic data, as well as the need for the coordinator to gain legitimacy, a fundamental paradox in partnership approaches is indicated; in the process of obtaining a legitimate platform for change, the coordinators risked losing the contributions this platform was about to make. ABSTRAKT Att utveckla samverkan mellan olika aktörer framstår som en av de vanligaste strategierna i svensk brottsprevention. Denna inkluderar tvärsektoriella, professionsövergripande och även koordinerade insatser mellan offentliga aktörer och civilsamhälle. Insatserna kan också förstås som olika former av partnerskap. Socialtjänsten har ett övergripande ansvar för att etablera och stödja sådan samverkan. I denna artikel görs en gemensam analys av två brottspreventiva satsningar i Göteborg. Båda hade som målsättning att intervenera i gäng och social oro och i

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“…In addition, the organizational and managerial (Villumsen & Kristensen, 2015) development process for creating a coherent practice of multidisciplinary collaboration had been initiated during this two-year period, addressing significant organizational barriers.…”

Section: Datamentioning

confidence: 99%

When risk becomes invisible in the everyday life of day care

Villumsen

Kristensen

2015

Early Years

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From management to leadership: a shift towards understanding the organizational complexity of multidisciplinary collaboration

Abstract: This is the accepted manuscript (post-print version) of the article. Contentwise, the post-print version is identical to the final published version, but there may be differences in typography and layout. How to cite this publication (APA)

Cited by 6 publications

References 28 publications

Att skapa mening i en komplex praktik : Föreställningar om brottspreventiva samverkansformer mellan omsorg och kontroll

Att skapa mening i en komplex praktik : Föreställningar om brottspreventiva samverkansformer mellan omsorg och kontroll

Organisational exceptions as vehicles for change: collaborative strategies, trust, and counter strategies in local crime prevention partnerships in Sweden

When risk becomes invisible in the everyday life of day care

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