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Common incentives for teamwork – the unspoken contract's significance

Team performance management, 2014-01, Vol.20 (1/2), p.65-80

Berlin, Johan M

2014

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Managing boundaries at the accident scene – a qualitative study of collaboration exercises

International journal of emergency services, 2014-01, Vol.3 (1), p.77-94

2014

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Involuntary backsourcing in the public sector: From conflict to collaboration

Public administration (London), 2022-09, Vol.100 (3), p.674-691

2022

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No ordinary consultation – a qualitative inquiry of hospital palliative care consultation services

Journal of health organization and management, 2020-09, Vol.34 (6), p.621-638

2020

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The Three-Level Collaboration Exercise - Impact of Learning and Usefulness

Journal of contingencies and crisis management, 2015-12, Vol.23 (4), p.257-265

2015

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Why is collaboration minimised at the accident scene?: A critical study of a hidden phenomenon

Disaster prevention and management, 2011-01, Vol.20 (2), p.159-171

2011

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Doctors’ functional leadership in psychiatric healthcare teams – a reversible leadership logic

Team performance management, 2015-06, Vol.21 (3/4), p.159-180

Berlin, Johan M

2015

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Synchronous work: myth or reality? A critical study of teams in health and medical care

Journal of evaluation in clinical practice, 2010-12, Vol.16 (6), p.1314-1321

Berlin, Johan M.

2010

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The 90-Second Collaboration: A Critical Study of Collaboration Exercises at Extensive Accident Sites

Journal of contingencies and crisis management, 2008-12, Vol.16 (4), p.177-185

2008

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Collaboration Exercises—The Lack of Collaborative Benefits

International journal of disaster risk science, 2014-09, Vol.5 (3), p.192-205

2014

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Collaboration Exercises: What Do They Contribute?

Journal of contingencies and crisis management, 2015-03, Vol.23 (1), p.11-23

2015

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The dominance of mechanistic behaviour: a critical study of emergency exercises

International journal of emergency management, 2013-01, Vol.9 (4), p.327

2013

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Cultural camouflage-a critical study of how artefacts are camouflaged and mental health policy subverted

The International journal of health planning and management, 2015-04, Vol.30 (2), p.111-126

2015

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The 20-minute team - a critical case study from the emergency room

Journal of evaluation in clinical practice, 2008-08, Vol.14 (4), p.569-576

2008

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Models of teamwork: ideal or not? A critical study of theoretical team models

Team performance management, 2012-01, Vol.18 (5/6), p.328-340

2012

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Why is collaboration minimised at the accident scene?

Disaster prevention and management, 2011-04, Vol.20 (2), p.159-171

2011

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From artefact to effect: the organising effects of artefacts on teams

Journal of health organization and management, 2010, Vol.24 (4), p.412-427

2010

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The yellow line: a critical study of the symbolic value of artefacts in health care teams

Cognition, technology & work, 2010, Vol.12 (4), p.251-261

2010

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Collaboration Exercises: What Do They Contribute?: A Study of Learning and Usefulness

Journal of contingencies and crisis management, 2015-03, Vol.23 (1), p.11-23

2015

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First initiatives in prehospital care-Basing assessments on incomplete preliminary information

Journal of nursing education and practice, 2020-03, Vol.10 (6), p.47

2020

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Collaboration exercices; what do they contribute?: a study of learning and usefulness

Journal of contingencies and crisis management, 2015, Vol.23 (1), p.11

2015

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Cultural camouflage-a critical study of how artefacts are camouflaged and mental health policy subverted: CULTURAL CAMOUFLAGE

The International journal of health planning and management, 2015-04, Vol.30 (2), p.111-126

2015

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Learning and Usefulness of Collaboration Exercises: A Study of the Three Level Collaboration (3LC) Exercises between the Police, Ambulance, and Rescue Services

International journal of mass emergencies and disasters, 2015-11, Vol.33 (3), p.429-467

2015

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Changing organizational culture: cultural change work in progress

Management learning, 2011, Vol.42 (2), p.224-226

2011

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K.Holmblad-BrunssonLäran om management – föreställningar i ett organisationssamhälle2013StudentlitteraturLund230 pp

Scandinavian Journal of Management, 2014, Vol.30 (2), p.257-258

Berlin, Johan M.

2014

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Common incentives for teamwork – the unspoken contract's significance

Managing boundaries at the accident scene – a qualitative study of collaboration exercises

Involuntary backsourcing in the public sector: From conflict to collaboration

No ordinary consultation – a qualitative inquiry of hospital palliative care consultation services

The Three-Level Collaboration Exercise - Impact of Learning and Usefulness

Why is collaboration minimised at the accident scene?: A critical study of a hidden phenomenon

Doctors’ functional leadership in psychiatric healthcare teams – a reversible leadership logic

Synchronous work: myth or reality? A critical study of teams in health and medical care

The 90-Second Collaboration: A Critical Study of Collaboration Exercises at Extensive Accident Sites

Collaboration Exercises—The Lack of Collaborative Benefits

Collaboration Exercises: What Do They Contribute?

The dominance of mechanistic behaviour: a critical study of emergency exercises

Cultural camouflage-a critical study of how artefacts are camouflaged and mental health policy subverted

The 20-minute team - a critical case study from the emergency room

Models of teamwork: ideal or not? A critical study of theoretical team models

Why is collaboration minimised at the accident scene?

From artefact to effect: the organising effects of artefacts on teams

The yellow line: a critical study of the symbolic value of artefacts in health care teams

Collaboration Exercises: What Do They Contribute?: A Study of Learning and Usefulness

First initiatives in prehospital care-Basing assessments on incomplete preliminary information

Collaboration exercices; what do they contribute?: a study of learning and usefulness

Cultural camouflage-a critical study of how artefacts are camouflaged and mental health policy subverted: CULTURAL CAMOUFLAGE

Learning and Usefulness of Collaboration Exercises: A Study of the Three Level Collaboration (3LC) Exercises between the Police, Ambulance, and Rescue Services

Changing organizational culture: cultural change work in progress

K.Holmblad-BrunssonLäran om management – föreställningar i ett organisationssamhälle2013StudentlitteraturLund230 pp

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