Advertisement

Institutional Logics and Micro-processes in Organizations: A Multi-actor Perspective on Sickness Absence Management in Three Dutch Hospitals

  • Nicolette van Gestel
  • Daniel Nyberg
  • Emmie Vossen
Part of the Organizational Behaviour in Health Care Series book series (OBHC)

Abstract

Since healthcare organizations often have significant problems with the recruitment and retention of staff (McKee et al., 2008), preventing sickness absence and improving return-to-work processes are highly relevant for hospitals in order to deliver adequate services and ensure the quality and quantity of healthcare (Boselie et al., 2003). A high turnover of employees increases costs (e.g. recruitment and training) and potentially decreases patient care. Turnover can seriously affect both patients and other employees through higher error rates and increased workloads. In this chapter, we examine the implementation of new legislation aimed at preventing sickness absence and solving obstacles towards the return to work for sick-listed employees. We selected three hospitals in the Netherlands to study how national legislation for sickness absence management is understood and enacted locally by the involved actors.

Keywords

Sickness Absence Institutional Logic Line Manager Occupational Health Service Organizational Problem 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. Battilana, J. (2006) ‘Agency and institutions: the enabling role of individuals’ social position’, Organization, 13(5): 653–676.CrossRefGoogle Scholar
  2. Boselie, P., Paauwe, J. and Richardson R. (2003) ‘Human resource management, institutionalization and organizational performance: a comparison of hospitals, hotels and local government’, International Journal of Human Resource Management, 14(8): 1407–1429.CrossRefGoogle Scholar
  3. Boxenbaum, E. and Jonsson S. (2008) ‘Isomorphism, diffusion and decoupling’, in R. Greenwood, C. Oliver, K. Sahlin and R. Suddaby (eds.), Handbook of organizational institutionalism. London: Sage, pp. 78–98.CrossRefGoogle Scholar
  4. Cooney, K. (2007) ‘Fields, organizations, and agency. Toward a multilevel theory of institutionalization in action’, Administration & Society, 39(6): 687–718.CrossRefGoogle Scholar
  5. Edwards, T. and Jones, O. (2008) ‘Failed institution building: understanding the interplay between agency, social skill and context’, Scandinavian Journal of Management, 24(1): 44–54.CrossRefGoogle Scholar
  6. Eichhorst, W., Kaufmann, O. and Konle-Seidl, R. (eds) (2008) Bringing the Jobless into Work? Experiences with Activation Schemes in Europe and the US. Berlin: Springer.Google Scholar
  7. Goodrick, E. and Reay, T. (2011) ‘Constellations of institutional logics: changes in the professional work of pharmacists’, Work and Occupations, 38(3): 372–416.CrossRefGoogle Scholar
  8. Greenwood, R., Díaz, A. M., Li, S. X. and Lorente, J. C. (2010) ‘The multiplicity of institutional logics and the heterogeneity of organizational responses’, Organization Science, 21(2): 521–539.CrossRefGoogle Scholar
  9. Greenwood, R., Raynard, M., Kodeih, F., Micelotta, E. R. and Lounsbury, M. (2011) ‘Institutional complexity and organizational responses’, The Academy of Management Annals, 5(1): 317–371.CrossRefGoogle Scholar
  10. Greenwood, R., Suddaby, R. and Hinings, C. R. (2002) ‘Theorizing change: the role of professional associations in the transformation of institutionalized fields’, Academy of Management Journal, 45, 58–80.CrossRefGoogle Scholar
  11. James, P., Cunningham, I. and Dibben, P. (2002) ‘Absence management and the issues of job retention and return to work’, Human Resource Management Journal, 12 (2): 82–94.CrossRefGoogle Scholar
  12. Kluve, J., Card, D., Fertig, M., Góra, M., Jacobi, L., Jensen, P., Leetmaa, R., Nima, L., Patacchini, E., Schaffner, S., Schmidt, C. M., van der Klaauw, B. and Weber, A. (2007) Active Labor Market Policies in Europe: Performances and Perspectives. Berlin/Heidelberg/New York: Springer.CrossRefGoogle Scholar
  13. Lawrence, T. and Suddaby, R. (2006) ‘Institutions and institutional work’, in S. Clegg, C. Hardy and T. Lawrence (eds.), Handbook of Organization Studies, 2nd edition. London: Sage, pp. 215–254.CrossRefGoogle Scholar
  14. Lounsbury, M. and Boxenbaum, E. (eds) (2013) Institutional Logics in Action, Part B (Research in the Sociology of Organizations, Vol. 39B, 37–61), Bingley, UK: Emerald.Google Scholar
  15. Lounsbury, M. and Crumley, E. T. (2007) ‘New practice creation: an institutional perspective on innovation’, Organization Studies, 28(7): 993–1012.CrossRefGoogle Scholar
  16. Mazza, C. and Strandgaard Pedersen, J. (2004) ‘From press to e-media? The transformation of an organizational field’, Organization Studies, 25(6): 875–896.CrossRefGoogle Scholar
  17. McKee, L., Ferlie, E. and Hyde, P. (eds) (2008) Organizing and Reorganizing: Power and Change in Health Care Organizations. Basingstoke: Palgrave Macmillan.Google Scholar
  18. Powell, W.W. and Colyvas, J. (2008) ‘Microfoundations of institutional theory’, in R. Greenwood, C. Oliver, K. Sahlin-Andersson and R. Suddaby (eds.), The Handbook of Organizational Institutionalism. Thousand Oaks, CA: Sage, pp. 276–298.CrossRefGoogle Scholar
  19. Reay, T. and Hinings, C. R. (2009) ‘Managing the rivalry of competing institutional logics’, Organization Studies, 30(6): 629–652.CrossRefGoogle Scholar
  20. Reay, T., Chreim, S., Golden-Biddle, K., Goodrick, E., Casebeer, A., Williams, B., Pablo, A. and Hinings, C. R. (2013) ‘Transforming new ideas into practice: an activity based perspective on the institutionalization of practices’, Management Studies, 50(6): 963–990.CrossRefGoogle Scholar
  21. Scott, W. R. (2008) Institutions and Organizations: Ideas and Interests, 3rd edition. Los Angeles, CA: Sage.Google Scholar
  22. Smets, M., Morris, T. and Greenwood, R. (2012) ‘From practice to field: a multilevel model of practice-driven institutional change’, Academy of Management Journal, 55: 877–904.CrossRefGoogle Scholar
  23. Suddaby, R., Elsbach, K. D., Greenwood, R., Meyer, J. W. and Zilber, T. B. (2010) ‘Organizations and their institutional environments — bringing meaning, values, and culture back in: introduction to the special research forum’, Academy of Management Journal, 53(6): 1234–1240.CrossRefGoogle Scholar
  24. Thornton, P. H., Ocasio, W. and Lounsbury, M. (2012) The Institutional Logics Perspective: A New Approach to Culture, Structure and Process. Oxford: Oxford University Press.CrossRefGoogle Scholar
  25. Van Oorschot, W. (2006) ‘The Dutch welfare state: recent trends and challenges in historical perspective’, European Journal of Social Security, 8, 57–76.Google Scholar
  26. Van Raak, A., De Rijk, A., Morsa, J. (2005) ‘Applying new institutional theory: the case of collaboration to promote work resumption after sickness absence’, Work, Employment and Society, 19(1): 141–151.CrossRefGoogle Scholar
  27. Voronov, M., De Clercq, D. and Hinings, C. R. (2013) ‘Institutional complexity and logic engagement: an investigation of Ontario fine wine’, Human Relations, 66(12): 1563–1596.CrossRefGoogle Scholar
  28. Weishaupt, J. T. (2011) From the Manpower Revolution to the Activation Paradigm: Explaining Institutional Continuity and Change in an Integrating Europe. Amsterdam, the Netherlands: Amsterdam University Press.CrossRefGoogle Scholar

Copyright information

© Nicolette van Gestel, Daniel Nyberg and Emmie Vossen 2015

Authors and Affiliations

  • Nicolette van Gestel
  • Daniel Nyberg
  • Emmie Vossen

There are no affiliations available

Personalised recommendations