Being Special in an Ordinary Way: Swedish Hospitals’ Strategic Web Communication

References

• Albert, S., & Whetten, D. (1985). Organizational identity. In L. L. Cummings, & B. Staw (Eds.), Research in organizational behavior (pp. 263–295). Greenwich, CT: JAI.
   Google Scholar
• Anell, A., Glenngård, A. H., & Merkur, S. (2012). Sweden: Health system review. Health Systems in Transition, 14(5), 1–159.
   PubMedGoogle Scholar
• Banerjee, S. (2008). Logo change: Little image touch up or serious overhaul! Imperatives and scanning parameters. Journal of Marketing & Communication, 4(1), 59–70.
   Google Scholar
• Blomgren, M., Hedmo, T., Waks, C., & Lundqvist, P. (2013, April 10–12). Being special in an ordinary way – Swedish hospitals’ strategic web-communication, presented at XVII IRSPM conference, Prague.
   Google Scholar
• Blomgren, M., & Sundén, E. (2008). Constructing a European healthcare market: The private healthcare company Capio and the strategic aspect of the drive for transparency. Social Science & Medicine, 67(10), 1512–1520. doi:10.1016/j.socscimed.2008.06.035
   PubMed Web of Science ®Google Scholar
• Blomgren, M., & Waks, C. (2015). Coping with contradictions: Hybrid professionals managing institutional complexity. Journal of Professions and Organizations, 2(1), 78–102. doi:10.1093/jpo/jou010
   Web of Science ®Google Scholar
• Brunsson, N., & Sahlin-Andersson, K. (2000). Constructing organizations: The example of public sector reform. Organization Studies, 21(4), 721–746. doi:10.1177/0170840600214003
   Web of Science ®Google Scholar
• Christensen, T., & Laegreid, P. (Eds). (2007). Transcending NPM: The transformation of public sector reforms. Aldershot, UK: Ashgate.
   Google Scholar
• Collins, J. C., & Porras, J. I. (1994). Built to last: Successful habits of visionary companies. New York, NY: Harper Business.
   Google Scholar
• Cornelissen, J. P., Durand, R., Fiss, P. C., Lammers, J. C., & Vaara, E. (2015). Putting communication front and center in institutional theory and analysis. Academy of Management Review, 40(1), 10–27. doi:10.5465/amr.2014.0381
   Web of Science ®Google Scholar
• Czarniawska, B., & Wolff, R. (1998). Constructing new identities in established organizational fields: Young universities in old Europe. International Studies of Management & Organization, 28(3), 32–56. doi:10.1080/00208825.1998.11656739
   Google Scholar
• Deephouse, D. L. (1999). To be different or to be the same? It’s a question (and theory) of strategic balance. Strategic Management Journal, 20(2), 147–166. doi:10.1002/(ISSN)1097-0266
   Web of Science ®Google Scholar
• Deephouse, D. L., & Carter, S. M. (2005). An examination of differences between organizational legitimacy and organizational reputation. Journal of Management Studies, 42(2), 329–360. doi:10.1111/joms.2005.42.issue-2
   Web of Science ®Google Scholar
• Deephouse, D. L., & Suchman, M. (2008). Legitimacy in organizational institutionalism. In R. Greenwood, C. Oliver, & K. Sahlin (Eds.), The sage handbook of organization institutionalism (pp. 49–77). London, UK: Sage Publications Ltd.
   Google Scholar
• Denning, S. (2004). Telling tales. Harvard Business Review82(5), 122–129.
   Google Scholar
• DiMaggio, P., & Powell, W. W. (1983). The iron cage revisited: Institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), 147–160. doi:10.2307/2095101
   Web of Science ®Google Scholar
• Drori, G. S., Delmestri, G., & Oberg, A. (2015). The iconography of universities as institutional narratives. Higher Education. Published online: 24 May 2015. doi:10.1007/s10734-015-9894-6
   Web of Science ®Google Scholar
• Engwall, L. (2008). The university: A multinational corporation. In L. Engwall, & D. Weaire (Eds.), The university in the market (pp. 9–50). London, UK: Portland Press.
   Google Scholar
• Fredriksson, M., & Pallas, J. (2011). Regler, normer och föreställningar. Ett sociologicalinstitutionellt perspektiv på strategisk kommunikation. In J. Falkheimer, & M. Heide (Eds.), Strategisk kommunikation. Forskning och praktik pp. (45–63). Malmö, Sweden: Liber.
   Google Scholar
• Fredriksson, M., & Pallas, J. (2014). Den medialiserade myndigheten. En analys av svenska myndigheters anpassning till medielogiken. Arbetsrapport nr 70. Institutionen för journalistik, medier och kommunikation, Göteborgs Universitet, Göteborg, Sweden.
   Google Scholar
• Fredriksson, M., Pallas, J., & Wehmeier, S. (2013). Public relations and sociologicalinstitutional theory. Public Relations Inquiry, 2(2), 183–203. doi:10.1177/2046147X13485956
   Google Scholar
• Freidson, E. (2001). Professionalism: The third logic. Chicago, IL: The University of Chicago Press.
   Google Scholar
• Hallahan, K., Holtzhausen, D., van Ruler, B., Verčič, D., & Srirarmesh, K. (2007). Defining strategic communication. International Journal of Strategic Communication, 1(1), 3–35. doi:10.1080/15531180701285244
   Google Scholar
• Hatch, M. J., & Schultz, M. (2001). Are the strategic stars signed for your corporate brand? Harvard Business Review, 79(2), 129–134.
   Web of Science ®Google Scholar
• Hatch, M. J., & Schultz, M. (2003). Bringing the corporation into corporate branding. European Journal of Marketing, 37(7/8), 1041–1064. doi:10.1108/03090560310477654
   Google Scholar
• Hood, C. (1995). The ‘NPM’ in the 1980s: Variations on a theme. Accounting, Organizations and Society, 20(2–3), 93–109. doi:10.1016/0361-3682(93)E0001-W
   Web of Science ®Google Scholar
• King, B. G., & Whetten, D. A. (2008). Rethinking the relationship between reputation and legitimacy: A social actor conceptualization. Corporate Reputation Review, 11, 192–207. doi:10.1057/crr.2008.16
   Google Scholar
• Levay, C., & Waks, C. (2009). Professions and the pursuit of transparency: Two cases of soft autonomy. Organization Studies, 30(5), 509–527.
   Web of Science ®Google Scholar
• Meyer, J. W., & Rowan, B. (1977). Institutionalized organizations: Formal structure as Myth and Ceremony. American Journal of Sociology, 26(1), 340–363. doi:10.1086/226550
   Web of Science ®Google Scholar
• Mintzberg, H. (1983). Structures in five: Designing effective organizations. Upper Saddle River, NJ: Prentice Hall.
   Google Scholar
• Pache, A.-C., & Santos, F. (2010). When worlds collide: The internal dynamics of organizational responses to conflicting institutional demands. Academy of Management Review, 35(3), 455–476. doi:10.5465/AMR.2010.51142368
   Web of Science ®Google Scholar
• Rindova, V. P., Williamson, I. O., & Petkova, A. D. (2005). Being good or being known: An empirical examination of the dimensions, antecedents and consequences of organizational reputation. Academy of Management Journal, 48(6), 1033–1049. doi:10.5465/AMJ.2005.19573108
   Web of Science ®Google Scholar
• Ruef, M., & Scott, W. R. (1998). A multidimensional model of organizational legitimacy: Hospital survival in changing institutional environments. Administrative Science Quarterly, 43(4), 877–904. doi:10.2307/2393619
   Web of Science ®Google Scholar
• Sandhu, S. (2009). Strategic communication: An institutional perspective. International Journal of Strategic Communication, 3(2), 72–92. doi:10.1080/15531180902805429
   Google Scholar
• Scott, R., Ruef, M., Mendel, P. J., & Caronna, C. A. (2000). Institutional change and healthcare organizations. From professional dominance to managed care. Chicago, IL: The University of Chicago Press.
   Google Scholar
• Supphellen, M., & Nygaardsvik, I. (2002). Testing country brand slogans: Conceptual development and empirical illustration of a simple normative model. Journal of Brand Management, 9(4), 385–395. doi:10.1057/palgrave.bm.2540085
   Google Scholar
• Wæraas, A., Byrkjeflot, H., & Angell, S. I. (2011). Substans og framtreden: Omdømmehåndtering i offentlig sector. Oslo, Norway: Universitetsforlaget.
   Google Scholar
• Wæraas, A., & Maor, M. (Eds.). (2015). Organizational reputation in the public sector. London, UK: Routledge.
   Google Scholar
• Wæraas, A., Østhys, R., & Nikolaisen Solbakk, M. (2008). Det expressive helseforetak. Strategisk selvpresentasjon i den norske sykekhussektoren. Nordiske Organisasjonsstudier, 10(4), 62–89.
   Google Scholar
• Wehmeier, S. (2006). Dancers in the dark: The myth of rationality in public relations. Public Relations Review, 32(3), 213–220. doi:10.1016/j.pubrev.2006.05.018
   Web of Science ®Google Scholar
• Wilson, I. (1992). Realizing the power of strategic vision. Long Range Planning, 25(5), 18–28. doi:10.1016/0024-6301(92)90271-3
   Web of Science ®Google Scholar
• Zerfass, A. (2009). Institutionalizing strategic communication: Theoretical analysis and empirical evidence. International Journal of Strategic Communication, 3(2), 69–71. doi:10.1080/15531180902810205
   Google Scholar