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  • 1.
    Bevelander, Pieter
    et al.
    Malmö högskola, Faculty of Culture and Society (KS), Department of Global Political Studies (GPS).
    Broomé, Per
    Malmö högskola, Faculty of Culture and Society (KS), Department of Global Political Studies (GPS).
    Dahlstedt, Inge
    Malmö högskola, Faculty of Culture and Society (KS), Department of Global Political Studies (GPS).
    Schölin, Tobias
    Malmö högskola, Faculty of Culture and Society (KS), Department of Global Political Studies (GPS).
    Tillväxt och mångfald i skånskt företagande: sammanfattning av rapporten "Företagare i Skåne - kartläggning och analys av inrikes och utrikes födda företagare"2009Report (Other academic)
  • 2.
    Broomé, Per
    et al.
    Malmö högskola, Faculty of Culture and Society (KS).
    Dahlstedt, Inge
    Malmö högskola, Faculty of Culture and Society (KS).
    Schölin, Tobias
    Malmö högskola, Faculty of Culture and Society (KS).
    Organisations as Gateways for Immigrants and Ethnic Minorities2007Book (Other academic)
    Abstract [en]

    Both public organisations, such as local governments, and private organisations, can be seen as gateways for immigrants into the new country. This paper discusses the manner in which such organisations address fundamental gateway concepts such as empowerment and diversity, and how the interpretations of these affect their actions.

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  • 3.
    Broomé, Per
    et al.
    Malmö högskola, Faculty of Culture and Society (KS).
    Dahlstedt, Inge
    Malmö högskola, Faculty of Culture and Society (KS).
    Schölin, Tobias
    Malmö högskola, Faculty of Culture and Society (KS).
    Quantitative Indicators of Diversity: Content or Packaging?2007Book (Other academic)
    Abstract [en]

    This study explores the possibilities of measuring diversity in organisations. In the fi rst section of the study we develop three quantitative dimensions of diversity: the Total Dimension that measures horizontal and vertical representations, the Role-model Dimension that measures representation at the top level of the organisation, and the Services Dimension that measures the organisation’s ‘diversity sensitivity’. These three dimensions or measures were developed and critically discussed before being tested on Malmö city’s administration, i.e. the central offi ce and the health and social service supply.

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  • 4.
    Broomé, Per
    et al.
    Malmö högskola, Faculty of Culture and Society (KS), Department of Global Political Studies (GPS).
    Ljungberg, Caroline
    Malmö högskola, School of Teacher Education (LUT), Children-Youth-Society (BUS).
    Rönnqvist, Sofia
    Malmö högskola, Faculty of Culture and Society (KS), Department of Global Political Studies (GPS).
    Schölin, Tobias
    Malmö högskola, Faculty of Culture and Society (KS).
    Chefsrekrytering i Malmö stad. En fallstudie om kompetens, mångfald och homogenisering2006Report (Other academic)
  • 5.
    Broomé, Per
    et al.
    Malmö högskola, Faculty of Culture and Society (KS).
    Rönnqvist, SofiaMalmö högskola, Faculty of Culture and Society (KS).Schölin, TobiasMalmö högskola, Faculty of Culture and Society (KS).
    Vita fläckar: om integrationspolitik, ledning och mångfald i Malmö stad2007Collection (editor) (Other academic)
    Abstract [sv]

    De tre artiklarna i denna skrift beskriver och analyserar hur mångfaldsfrågan på olika sätt har svårt att vinna utrymme i ledarnas praktik, hur upptäckterna av mångfalden och dess innehåll förminskas eller uteblir i Malmö stads organisation. I den första artikeln beskrivs hur integrationspolitiska handlingsalternativ som utgår från mångfaldstänkande har svårt att hävda sig gentemot handlingsalternativ som avser t.ex. introduktion och arbetsförmedling för invandrare. I den andra artikeln diskuteras en liknande problematik då mångfaldsfrågan identifieras som något som i huvudsak handlar om “att lägga mångfalden tillrätta i samhället” medan mångfald som en intern organisationsfråga skjuts undan. I den tredje artikeln är det kampen mellan kärnverksamheten och mångfaldsperspektivet som står i centrum. I alla tre artiklarna visas att chefer och politisk ledning underskattar nyttan med mångfald för organisationen internt och externt. Artiklarna pekar på att detta är en viktig orsak till mångfaldsledningsidéns bristande genomslag i organisationens praktik.

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  • 6.
    Broomé, Per
    et al.
    Malmö högskola, Faculty of Culture and Society (KS).
    Rönnqvist, Sofia
    Malmö högskola, Faculty of Culture and Society (KS).
    Schölin, Tobias
    Malmö högskola, Faculty of Culture and Society (KS).
    Vita fläckar: Om integrationspolitik, ledning, och mångfald i Malmö stad2007In: Vita fläckar: Om integrationspolitik, ledning, och mångfald i Malmö stad, School of International Migration and Ethnic Relations (IMER) , 2007, p. 7-16Chapter in book (Other academic)
    Abstract [en]

    Malmö has a long history of immigration and integration work. Ambitions have kept pace with immigration and are high among the political leadership and many managers of municipal organisations. Experience relating to different integration policy ideas and practical integration work is considerable. It is important to stress that our presentation of critical analyses of integration policy and diversity management is by no means a denigration of these ambitions or insights, but rather indicates the difficulties of implementing integration policy and diversity management measures in a large municipal organisation. The municipal authority's integration experiences lead to the continual revision of its own internal integration policies, of which the diversity idea and diversity management are included. Revisions, new ideas and measures – ad infinitum – seem to be natural features of integration policy. This is particularly evident in the political rhetoric, as well as in the different integration plans and measures. One reason for this is that integration and diversity issues are dealt with reactively as problems arise, i.e. the discovery of a problem triggers some kind of action. In contrast, the opportunities and possibilities that human diversity offers are given very little attention. The three articles appearing in this issue describe and analyse how diversity issues have difficulty in being included in management practices and how the discoveries of diversity and its content are either curtailed or fail to materialise in the organisation of the City of Malmö. The first article describes how integration policy alternatives arising from the diversity idea are difficult to establish in relation to, for example, alternatives relating to the introduction programme and employment opportunities for immigrants. The issue of diversity is a white spot in the municipality's integration policy. One myth about the white spot's content, and which affects integration policy, is that the potential of diversity is known, culturally ordered and can be quantitatively represented. Another myth is that so called social engineering can deal with the content of the white spot. A similar problem arises in the second article, when the diversity issue is identified as something primarily concerned with "arranging diversity in society", while diversity issues are dismissed in the internal organisation. Internal diversity issues thus become a white spot for managers. One myth, which affects the organisation, is that the content of the internal white spot is charted and included in the organisation of its own accord. The third article deals with the struggle between whether it is core work or the diversity perspective that is in focus. Core work is experienced by managers as the most central. The diversity issue thus becomes a white spot in that it is placed outside the core work frame. One myth is that the unfamiliar content of the white spot can be prevented from impacting the existing organisation. All three articles point to the fact that managers and political leaders have difficulty in identifying the benefits of diversity for the internal and external organisation in anything other than general terms. This observation probably reveals an important reason as to why the diversity issue has not been picked up by management and put into practice.

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  • 7.
    Broomé, Per
    et al.
    Malmö högskola, Faculty of Culture and Society (KS).
    Schölin, Tobias
    Malmö högskola, Faculty of Culture and Society (KS).
    Mångfald och organisation: en introduktion2004In: Studier av den mångkulturella organisationen: exemplet Malmö kommun, Malmö högskola, Internationell Migration och Etniska Relationer (IMER) , 2004, p. 5-19Chapter in book (Other academic)
    Abstract [en]

    Diversity and organization – an introduction. The introduction is two folded, firstly to give the reader a brief background to the research program "Diversity as the Human Resource Philosophy" at IMER, Malmö högskola, and secondly to give the reader a comprehension of the ambiguous concept of diversity. The aim of the separate research projects in the program is to create a deeper theoretical understanding as well as practical knowledge of diversity in general and particular in public organizations. We try to highlight the complexity of the diversity concept by contrasting diversity to other concepts like human difference, assimilation and the melting pot.

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  • 8.
    Jönsson, Sandra
    et al.
    Malmö högskola, Faculty of Culture and Society (KS), Department of Urban Studies (US).
    Schölin, Tobias
    Malmö högskola, Faculty of Culture and Society (KS), Department of Urban Studies (US).
    Potentials facilitators of workplace learning in a TPS based company2014In: Journal of Management Development, ISSN 0262-1711, E-ISSN 1758-7492, Vol. 33, no 10, p. 1004-1018Article in journal (Refereed)
    Abstract [en]

    Purpose: In line with the growing emphasis on workplace learning, there has been a tendency to abandon traditional Tayloristic models of work organization in favor of more humanistic, flexible and integrated work systems. This study focusses on facilitators of learning in a company that is based on the principles of Toyota production system (TPS). In this paper, the authors are focussing on one central aspect of the TPS, that is, workplace learning. The purpose of this paper is to analyze the role of empowering leadership, teamwork, innovative climate as facilitators of learning in this specific context. Design/methodology/approach: Questionnaires (focussing on workplace learning, empowering leadership, teamwork and innovative climate) were distributed to 643 factory workers in the company Scania in Sweden. A total of 487 persons answered the questionnaire, which amounted to a response rate of 76 percent. Findings: The result indicates that empowering leadership was the best predictor, followed by teamwork and innovative climate. Originality/value: From this study, the authors can conclude that the already known predictors of learning can also be applied in a TPS setting. The key features in the TPS company constitute a foundation for learning.

  • 9.
    Jönsson, Sandra
    et al.
    Malmö högskola, Faculty of Culture and Society (KS), Department of Urban Studies (US). Malmö högskola, Centre for Work Life and Evaluation Studies (CTA).
    Schölin, Tobias
    Malmö högskola, Faculty of Culture and Society (KS), Department of Urban Studies (US). Malmö högskola, Centre for Work Life and Evaluation Studies (CTA).
    Process of change: competence development as a restructuring strategy2016In: Journal of Management Development, ISSN 0262-1711, E-ISSN 1758-7492, Vol. 35, no 1, p. 2-16Article in journal (Refereed)
    Abstract [en]

    Purpose - The purpose of this paper is to analyze and contextualize the outcomes of competence development as a restructuring strategy in a company that was significantly affected by the economic recession in 2008. Design/methodology/approach - In the context of restructuring, increased globalization has expanded international competition that in turn has put additional pressure on organizational transformation, restructuring, reorganization and rationalization Findings - The result indicates that the experience of learning, commitment and job satisfaction have decreased between T1 and T2 (no difference regarding self-efficacy Originality value - From this study, the authors can conclude that the outcomes of competence development programs are not easily interpreted. Depending on the purpose of the intervention, the results can be interpreted in different ways. It is important to approach the issue of competence development with a wise degree of skepticism

  • 10.
    Nordin, Magdalena
    et al.
    Malmö högskola, Faculty of Culture and Society (KS), Department of Global Political Studies (GPS).
    Schölin, Tobias
    Malmö högskola, Faculty of Culture and Society (KS), Department of Global Political Studies (GPS).
    Andlighet i vården2009In: I & M : invandrare och minoriteter, ISSN 1404-6857, no 4-5, p. 58-60Article in journal (Other (popular science, discussion, etc.))
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  • 11.
    Nordin, Magdalena
    et al.
    Malmö högskola, Faculty of Culture and Society (KS), Department of Global Political Studies (GPS).
    Schölin, Tobias
    Malmö högskola, Faculty of Culture and Society (KS), Department of Global Political Studies (GPS).
    Religion, vård och omsorg: mångkulturell vård i praktiken2011Book (Other academic)
  • 12.
    Schölin, Tobias
    Malmö högskola, Faculty of Culture and Society (KS).
    Bortförhandlade upptäckter2007In: Vita fläckar: Om integrationspolitik, ledning, och mångfald i Malmö stad, School of International Migration and Ethnic Relations (IMER) , 2007, p. 105-143Chapter in book (Other academic)
    Abstract [sv]

    Artikeln syftar till att beskriva och analysera överordnade vård- och omsorgschefers berättelser om olika former av yttre organisatorisk kontroll och även att diskutera och analysera konsekvenserna av chefernas sätt att hantera den yttre kontrollen för deras mångfaldsarbete. I artikeln visas hur cheferna hanterar den yttre kontrollen genom att förhandla och att detta innebär att mångfaldsfrågan hamnar på marginalen i deras verksamheter. Tre möjliga orsaker till detta sätt att förhandla diskuteras: professionella identiteter, utvecklad organisationsmoral och pragmatiska handlingar.

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  • 13.
    Schölin, Tobias
    Malmö högskola, Faculty of Health and Society (HS).
    Etnisk mångfald som organisationsidé. Chefs- och personalpraktiker i äldreomsorgen2007Doctoral thesis, monograph (Other academic)
    Abstract [en]

    The dissertation’s research context is organisation, ethnic diversity and healthcare. The focus is on healthcare managers’ relations to the organisational idea of diversity and the problematisation of how ethnicity is constructed by eldercare staff. The dissertation’s research questions are: What kind of day–to–day normality is created by managers and how do they understand and work with the diversity idea? How is ethnicity constructed in organisations and what does ethnicity mean in terms of quality? What is ethnic diversity as an organisational idea and what does diversity management mean in terms of quality? The dissertation has gained inspiration from aspectual and interpretative reflection and ethnography. The methods used include reflexive interviews and fieldwork. The theories that have been made use of are micro– culture, reproducing and producing systems, interpretative ethnicity, diversity as an organisational idea and quality as a socially conditioned value. Managers interpret their daily work through the reproduction of professional values where the diversity idea plays a peripheral role. Diversity issues are not controlled by the managers from a quality perspective. Like the management, staff also interpret ethnicity from an everyday perspective, although in quite a different way and through censoring and self–censoring practices. Ethnicity’s social significance changes: within the staff group it is thin and outside it oscillates between thin and thick. The dissertation illustrates that while managers have difficulty in determining the value of the diversity issue, the staff value ethnic diversity in terms of learning, creativity and the charismatisation of routines. Reasons for this are to be found in the lack of communication between management and staff practices in the different systems.

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  • 14.
    Schölin, Tobias
    Malmö högskola, Faculty of Culture and Society (KS).
    Men vaddå, vi är ju i Sverige! Äldrevård och etnisk mångfald som teater, exempel från ett vårdboende i Malmö2004In: Studier av den mångkulturella organisationen: exemplet Malmö kommun, Malmö högskola, Internationell Migration och Etniska Relationer (IMER) , 2004, p. 69-114Chapter in book (Other academic)
    Abstract [en]

    With a dramaturgical and an organizational culture/symbolist perspective the social relations at one elder care center in Malmö is studied. The over all perspective is that of ethnic and cultural diversity. The article shows a problematic praxis of this diversity. Six different and central themes are in the focus of the study. Those themes are for example the interior decoration, the roles that the staff plays during the working day and the specific kind of organization the elder care are. Other central themes in the study are that of alienation and normalization.

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  • 15.
    Schölin, Tobias
    Malmö högskola, Faculty of Culture and Society (KS), Department of Global Political Studies (GPS).
    Äldreomsorgschefers perspektiv på etnicitet och invandrarskap2010In: Invandrarskap, äldrevård och omsorg / [ed] Sandra Torres, Finnur Magnússon, Gleerups Utbildning AB, 2010, p. 69-80Chapter in book (Other academic)
  • 16. Schölin, Tobias
    et al.
    Ohlsson, Henrik
    Broomé, Per
    Malmö högskola, Faculty of Culture and Society (KS), Department of Global Political Studies (GPS). Malmö högskola, Malmö Institute for Studies of Migration, Diversity and Welfare (MIM).
    The role of regions for different forms of business organizations2017In: Entrepreneurship and Regional Development, ISSN 0898-5626, E-ISSN 1464-5114, Vol. 29, no 3-4, p. 197-214Article in journal (Refereed)
    Abstract [en]

    The evidence for associations between area characteristics and entrepreneurship is fairly consistent in most studies. These studies, however, have disregarded the fact that the areas might be constructs that have no effect on the individual differences in entrepreneurship and, furthermore, have conflated entrepreneurship and sole proprietorship, disregarding the impact of area constructs on different forms of business organizations. Therefore, we investigate and quantify, within a multi-level framework, the importance of municipalities and regions for understanding individual differences in entrepreneurship and self employment (defined as sole proprietorship). By using register data comprising the entire Swedish population for 2000-2010, we decompose the variation for the respective form of business organization into three levels: the individual, the municipality and the region. Our results show that about 10% of the total variation in entrepreneurship can be attributed to the municipality and region level. The corresponding numbers for self employment are 3-4%. Our results indicate that regions and municipalities differ markedly in area impact for entrepreneurs compared to self employed. The results from the present study show the importance of taking into account the form of business organization in economic analysis, and they can be used when considering whether it is appropriate to focus on specific municipalities and regions for policy interventions on self-employment.

  • 17.
    Sederblad, Per
    et al.
    Malmö högskola, Faculty of Culture and Society (KS), Department of Urban Studies (US).
    Schölin, Tobias
    Malmö högskola, Faculty of Culture and Society (KS), Department of Urban Studies (US).
    Teamworking in the public service sector and the meaning of diversity2007Conference paper (Refereed)
    Abstract [en]

    This paper aims to discuss the concept of diversity and to compare diversity in different forms; in business and public cases. We will give some empirical examples of these two cases of diversity. Finally, we will contribute to the discussion on diversity, by focusing community and the meaning of teamworking for diversity management. The American anthropologist Peter Wood (2003) means that there is old and new diversity. The meaning of old diversity is found in the statement that “there are differences in our world”. New diversity at the other hand is, regarding to Wood (and other see for example Cox 1993), a business and management idea that implies that increased diversity should lead to different kinds of organizational efficiency. Taylor Cox (1993) defines diversity management as “Planning and implementation of organizational systems and methods so that the potential advantages are maximized and the potential disadvantages with diversity are reduced”. The background of this new diversity is, also regarding to Wood (2003), found in the American history. The history goes back to affirmative action programs started in the 1960´. During the last decade, diversity has replaced affirmative action and different kinds of organisational benefits are of importance. Diversity is about managing differences towards a organization were all human resources is charged. Different kinds of benefits related to diversity that is described in the literature is economy, globalization, service, morality, laws, find new groups of customers (see for example Schölin et al, 2007; Cox, 1993; Mlekow & Widel, 2004). Diversity is an organizational idea that is about business. The basic idea of “the business case for diversity” is “…that organisations should recruit and manage diverse personnel to face the increased diversity among customers” (Wilson, 2007:158). Of course, there is expectation to make profit behind the idea of this business case and so far in Sweden, it seems to be the provision merchants and the tele-marketing companies that have been the first to explore this opportunity. However, Wilson argues that the perspective of the business case has to be empirically investigated to be possible to evaluate. Diversity has its background in USA but is at the same time described as a global management idea. It is in public organizations problematic how to motivate diversity as a “business case”. Studies of diversity management in the Swedish context shows that political leaders has problems when it comes to make sense of diversity with rhetoric’s in municipal organisations (Broomé, 2004). At the same time shows studies on how superior managers in elderly care have problems when it comes to incorporate diversity as a qualitative organizational idea with in elderly care. They have problems when it comes to find the benefits. And as a result diversity is at the one hand defined in statistical body-counting terms and at the other hand as problems (Schölin, 2006). The main problem for public organizations is that the relation to profit making not is explicit. This problem constitutes the dividing line between the public- and the business case (the later is based on the relation between companies, customers and profit making). In other words, it is possible to say that the public case rather is connected to justice than profit. In Britain, the New Public Management has been followed by an increased interest for communities and the possibilities for integration of immigrants on the labour market and in society. In order to meet the consequences of “race related” riots and effects on unwanted segregation the City of Bradford (UK) has initiated a project with the aim to create a more diverse municipal organization. One important aspect of this project has been to work close to different ethnic communities, were the basic idea partly has to been to strengthen the communities, partly that the communities could strengthen the municipal organization (Schölin et al, 2007). We will in this paper put the spotlight on the micro levels of society, including the team level. Teams are found in the private (business) sector, and increasingly, in the public sector (Procter & Mueller, 2000). There is a kinship between community and teamworking, in the sense we define the concepts. We will argue that there are quite strong evidence for that diversity of team composition is a positive aspect for innovative teamworking, if trust and openness between the team members prevails (Cox, 1993; Muhr, 2006). There is also some evidence from work places in Sweden that diversity of teams have positive effects for integration and for development of competencies, from work related to global competencies (Gustavsson, 2007). The crucial question seems to be how to have these personal and tacit skills articulated, codified and institutionalised in the organisations, and for closing the circle, internalised on the individual level. Here we think the models for Knowledge Management (see Tell & Söderlund, 2001) can be a useful theoretical tool, with some modifications combined with theories of teamworking.

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