Bakgrund

Flexibla arbetsformer, där anställda har möjlighet att påverka när, var och/eller hur de utför sitt arbete, kan stärka både innovationskraft och attraktivitet hos små och medelstora företag (SMF).

Med detta som bakgrund genomförs under åren 2023 – 2025 ett samverkansprojekt mellan akademi, innovationsfrämjare och SMF. Projekt kan delas in i fyra faser: initiering, formering, genomförande och utvärdering.

Syfte

Att beskriva den modell för samverkan som tillämpats under projektets tre första faser samt att beskriva de möjligheter och hinder som projektet hittills erfarit.

Metod

Samverkansmodellen bygger på en deltagarbaserad metod, där berörda aktörer aktivt deltar i hela processen för att tillsammans nå projektets mål - att öka företagens kunskap och förmåga att ställa om till flexibla arbetsformer. Aktörerna består av forskare (Högskolan i Gävle), innovationsfrämjare (Propell och Sandbacka Sience Park) samt 16 SMF i Region Gävleborg. I projektet pågick initierings- och formeringsfasen delvis parallellt för att möjliggöra kort uppstartstid efter att finansiering beviljats. I denna del av projektet samverkade framför allt forskare och innovationsfrämjare. För att säkerställa projektets relevans och genomförbarhet involverades även tänkbara företag.

Nedan listas genomförandefasens centrala aktiviteter:

1. Gemensam kunskapsutveckling och innovation
   • Inledande och avslutande kartläggning och analys av deltagande SMF (enkäter och intervjuer)
   • Utforskande workshops kring möjligheter och utmaningar med att införa och utveckla flexibla arbetsformer
   • Innovativa workshops för att identifiera lösningar och modeller för att utveckla flexibla arbetsformer
2. Återkommande resultatseminarier och resultatspridning inom och utanför projektet
3. Fortlöpande öppna inspirationsseminarier samt avslutande konferens med forskare, innovationsfrämjare, företag och organisationer

Resultat 

En avgörande faktor för projektet har varit att det redan i initieringsfasen etablerades goda relationer mellan akademi och innovationsfrämjare. När projektet startade fanns fungerande strukturer och resurser för löpande ledning, planering och kommunikation. Rekryteringen av relevanta företag underlättades av innovationsfrämjarnas befintliga kontaktnät samt kontakter som byggdes upp under initieringsfasen. Trots det fanns utmaningar med rekryteringen, t.ex. att många SMF ingår i en större koncern, att de inte har möjlighet att avsätta tid och resurser eller att företagens ledning valde att prioritera andra utvecklingsprojekt.

Under genomförandefasen har forskarnas och främjarnas olika kompetenser främjat effektiv arbetsfördelning och resursanvändning i planeringen och genomförandet av aktiviteter med SMF. Deltagande SMF har fortlöpande gett värdefull återkoppling, vilket har möjliggjort en anpassning av aktiviteter utifrån företagens behov och önskemål. Varje företag fick både skriftlig och muntlig återkoppling från den inledande enkätundersökningen. Resultaten från enkäten användes som grund för de utforskande workshoparna, vars insikter sedan låg till grund för de innovativa workshoparna. Gemensam kunskapsutveckling har skett både enskilt med vardera SMF och i grupp vid workshops och resultatseminarier. Workshoparna öppnade också upp för samverkan mellan SMF, där en öppen och tillitsfull dialog med erfarenhetsutbyte både med jämförbara SMF och SMF med helt andra förutsättningar var särskilt uppskattat och bidrog till reflektion, nya perspektiv och idéer.

Bakgrund: Flexibla arbetsformer kan förbättra arbetsmiljö och hälsa för individen, exempelvis genom att underlätta balansen mellan arbete och privatliv. Samtidigt påverkar var, när och hur medarbetare väljer att arbeta inte bara dem själva, utan även arbetsgruppen och organisationen som helhet. Eftersom chefer har en central roll i att leda och stötta sina medarbetare, oavsett deras arbetssätt, kan medarbetares flexibilitet också ha en inverkan på chefens egen arbetsmiljö.

Syfte: Syftet är att undersöka vilken betydelse medarbetares flexibilitet i var, när och hur arbetet utförs har för chefens arbetsmiljö i små och medelstora företag.

Metod: Detta är en kvalitativ studie där 17 chefer från 13 små och medelstora företag inom olika branscher har intervjuats. De tre typerna av flexibilitet (var, när, hur) har analyserats med kvalitativ innehållsanalys.

Preliminära resultat: 

Nedan presenteras exempel på preliminära kategorier som framkommit inom de tre typerna av flexibilitet; var, när, hur. Vissa kategorier förekommer bara inom en viss flexibilitet, medan kategorin ”Betydelse för chefens arbetsbelastning” förekommer under alla typer av flexibilitet, men innebörden skiljer sig mellan respektive flexibilitet.

Var:

Svårare att se till att de anställda har det bra:

Chefer beskriver det svåra i att inte kunna läsa av kroppsspråk, känna av stämning och fånga upp varningstecken på utmattning. Chefens arbetsmiljöansvar kompliceras när medarbetare är på distans.

Betydelse för chefens arbetsbelastning:

Att leda arbetet kan bli svårare för chefen när medarbetare är på distans och det inte går att ha snabba avstämningar. Chefen kan få ett större ansvar att hålla ihop gruppen. Trots utmaningar beskriver vissa chefer även distansarbete som ett verktyg för att exempelvis kunna arbetsanpassa eller ha effektivare möten.

När: 

Olika utmaningar i olika branscher

När medarbetare arbetar olika tider kan det vara svårt att hitta mötestider. Problemet verkar framför allt gälla tjänstemän, medan företag med produktion har andra utmaningar kopplade till flexibel tid, som att organisera och fördela arbetet. En försvårande faktor kan vara ifall ensamarbete inte får förekomma av säkerhetsskäl.

Betydelse för chefens arbetsbelastning

När medarbetare arbetar olika tider kan det öka chefens arbetsbelastning genom krav på tillgänglighet under en större del av dagen. Samtidigt beskriver vissa chefer att medarbetarnas flexibla tid inte blir ett problem för deras arbetsmiljö eftersom medarbetarna är självgående och chefen kan kontakta dem vid behov.

Hur: 

Balansera inflytande, stöd och beslut

Medarbetarnas flexibilitet i hur arbetet utförs innebär att chefen inte detaljstyr, utan i stället uppmuntrar eget ansvar och befogenheter. Samtidigt behöver chefen vara beredd att stötta medarbetare vid behov. Ibland kan medarbetares inflytande och ledningens beslut krocka med varandra, exempelvis om medarbetare inte håller med om det som beslutas.

Betydelse för chefens arbetsbelastning

Medarbetarnas flexibilitet i hur arbetet utförs kan minska chefens arbetsbelastning genom att de tar ansvar, kommer med egna lösningar och kräver mindre av chefens tid. Samtidigt kan det i vissa fall öka belastningen om chefen exempelvis behöver ha koll på hur olika projekt ligger till.

Eyestrain is a common issue when performing visually demanding work, often accompanied by neck and shoulder strain, as well as visual problems such as dim vision. The aim of this paper is to investigate the association between eyestrain and musculoskeletal strain, as well as the association between eyestrain and visual symptoms. Two regression analyses were conducted on subjective ratings of eyestrain, musculoskeletal strain, and visual symptoms from 101 individuals. This study shows a positive correlation between eyestrain and musculoskeletal strain, as well as between eyestrain and visual symptoms. The findings warrant further investigation into the association between eyestrain, musculoskeletal strain, and visual symptoms, in particular with respect to specific aspects of the visual environment that may be more important than others for visual function and symptoms. This is a preview of subscription content, log in via an instit

Introduction: Telework is increasing in working life, especially in knowledge intense organizations as academic institutions. Managers are found crucial for performance and wellbeing outcomes in telework, but managers' perspective on leading teleworkers lacks attention.

Methods: This study aimed to investigate academic managers' experiences of leading teleworkers prior to and during the COVID-19 pandemic, and their expectations for future leadership in telework. A qualitative study based on interviews with 16 academic middle managers was performed. Findings were analyzed inductively by a phenomenographic research approach.

Findings: The findings show that leading teleworkers was characterized by demands posed by remote and digital communication; regulation and policies; occupational health and safety management; and new norms for leadership.

Discussion: In conclusion, academic institutions need to improve organizational resources for managers' leading teleworkers to facilitate successful leadership and to secure sustainable work conditions for managers as well as for teleworking employees.

To understand how telework is perceived among occupational groups with different work tasks within the same company, this qualitative study aimed to explore how managers and employees experience telework in relation to well-being, individual performance, and the work environment. This qualitative study used a phenomenographic approach. Fourteen online interviews, comprising seven managers and seven employees from the same industrial company, were conducted between February 2022 and September 2023. The data were analyzed inductively to capture variations in telework perceptions. The findings showed that telework is not universally beneficial or challenging; its effectiveness depends on contextual factors such as team setting, job role, type of work, and organizational culture. Telework benefits both employees and managers engaged in individual tasks (e.g., reading, drafting contracts, and preparing reports) or global collaborations, including improved well-being, work–life balance, and overall performance. However, starting with an office-based period that facilitated team cohesion, faster learning, and a deeper understanding of the organizational culture. Face-to-face onsite work could be time-consuming and, therefore, stressful for some, but it is time-saving for others. Onsite employees and managers faced increased workloads when colleagues teleworked, as employees tended to rely more on colleagues physically present in the office. This research highlights the need for tailored strategies to enhance the advantages of telework while reducing its challenges. It contributes to existing research by providing nuanced insights into the relationship between telework and occupational groups within an industrial setting and offering practical guidance for telework in this field. © 2025 by the authors.

Objective: We aimed to assess the impact of telework conditions on stress levels among 294 Swedish white-collar workers.

Methods: Telework during the COVID-19 pandemic was evaluated in terms of the allowance to telework (ie, the degree to which the employee could decide whether to telework), and the utilization of that allowance, using self-reported questions with answers dichotomized into 'high' and 'low'. Perceived stress was measured using the Single Item Stress Question and physiological stress was measured using parameters of heart rate variability (HRV) continuously for three days [root mean square of successive differences (RMSSD) and standard deviation of the interbeat intervals of normal heart beats (SDNN)]. Multilevel linear mixed models examined the effects of telework allowance and utilization on perceived stress and HRV during work, leisure and sleep.

Results: High allowance was associated with higher HRV (lower stress), while a high utilization of telework was associated with higher perceived stress and lower HRV (more stress). After adjusting for age, sex, body mass index, and objectively measured physical activity, these associations became smaller and/or non-significant, with exception of high allowance still being positively associated with higher RMSSD.

Conclusions: Our findings indicate that allowing employees more autonomy in telework decisions (ie, a high allowance in this study) is associated with reduced physiological stress. These results can be used by organizations to improve telework conditions (how, where and how much), while being observant that white-collar workers do not utilize increased autonomy to work extensively and for long hours outside work. Further verification, preferably using prospective designs, is needed to confirm our results.

Background: 

Digital transformation has resulted in extensive use of information and communication technology (ICT) for occupational work in various domains (i.e. workplace, home, elsewhere). A better understanding of how ICT-use for work influence 24-h physical behaviors is needed for developing policy recommendations to promote health in a large fraction of the working population, including hybrid and teleworkers.

Purpose:

To examine the association of ICT-use and telework from home with 24-h physical behaviors in different domains among office workers in Sweden.

Methods:

We analyzed cross-sectional data from a Swedish cohort on flexible work (FLOC 2020-2025). Office workers (n=250) wore a thigh-worn accelerometer to assess physical behaviors and sleep over 7 days. Time spent working using ICT (minutes: computer, tablet, phone) and work domain (office, hybrid, telework from home) were self-reported. Linear mixed models were used to determine associations of ICT-use and work domain with 24-h compositions of sedentary, low, moderate-vigorous, and sleep behaviors, with adjustment for covariates. 

Results:

Results indicated that more ICT-use for work was significantly associated with more total sedentary time relative to physical activity of different intensities (p=0.01, R2= 0.096), but not with sleep relative to wake time. Hybrid and telework from home were significantly associated with more sedentary time relative to physical activity (p<0.05) and longer sleep relative to wake time (p<0.1).

Conclusions:

Using digital technology for work may contribute to more sedentary behavior in office workers, especially for hybrid and teleworkers.

Practical implications:

Interventions to reduce sedentary behavior may focus on reducing ICT-use and target both office, hybrid, and teleworkers.

Funding: The Swedish Research Council for Health, Working life and Welfare, FORTE (2019–01257).

Eyestrain is a common issue when performing visually demanding work, often accompanied by neck and shoulder strain, as well as visual problems such as dim vision. The aim of this paper is to investigate the association between eyestrain and musculoskeletal strain, as well as the association between eyestrain and visual symptoms. Two regression analyses were conducted on subjective ratings of eyestrain, musculoskeletal strain, and visual symptoms from 101 individuals.  This study shows a positive correlation between eyestrain and musculoskeletal strain, as well as between eyestrain and visual symptoms. The findings warrant further investigation into the association between eyestrain, musculoskeletal strain, and visual symptoms, in particular with respect to specific aspects of the visual environment that may be more important than others for visual function and symptoms.

Objective: To determine to what extent pre-COVID-19 experience of telework was associated with perceived psychosocial working conditions (PWC; job demands, social support and influence at work) during the COVID-19 pandemic among white-collar workers in Sweden, and to determine to what extent the association depends on demographic factors, organizational tenure, and amount of computer use.

Methods: Cross-sectional questionnaire data from 603 white-collar workers were collected October-December 2020 in an industrial company.

Results: In general, telework experience was not significantly associated with PWC. Women who began teleworking due to COVID-19 reported more job demands than women not teleworking. For those who began teleworking due to COVID-19, managerial support increased with age.

Conclusion: In general, telework experience was not associated with PWC, but telework due to COVID-19 may have influenced PWC differently depending on gender and age.

Postures at work are paramount in ergonomics. They can be determined using observation and inclinometry in a variety of measurement scenarios that may differ both in costs associated with collecting and processing data, and in efficiency, i.e. the precision of the eventual outcome. The trade-off between cost and efficiency has rarely been addressed in research despite the obvious interest of obtaining precise data at low costs. Median trunk and upper arm inclination were determined for full shifts in 28 paper mill workers using both observation and inclinometry. Costs were estimated using comprehensive cost equations; and efficiency, i.e. the inverted standard deviation of the group mean, was assessed on basis of exposure variance components. Cost and efficiency were estimated in simulations of six sampling scenarios: two for inclinometry (sampling from one or three shifts) and four for observation (one or three observers rating one or three shifts). Each of the six scenarios was evaluated for 1 through 50 workers. Cost-efficiency relationships between the scenarios were intricate. As an example, inclinometry was always more cost-efficient than observation for trunk inclination, except for observation strategies involving only few workers; while for arm inclination, observation by three observers of one shift per worker outperformed inclinometry on three shifts up to a budget of €20000, after which inclinometry prevailed. At a budget of €10000, the best sampling scenario for arm inclination was 2.5 times more efficient than the worst. Arm inclination could be determined with better cost-efficiency than trunk inclination. Our study illustrates that the cost-efficiency of different posture measurement strategies can be assessed and compared using easily accessible diagrams. While the numeric examples in our study are specific to the investigated occupation, exposure variables, and sampling logistics, we believe that inclinometry will, in general, outperform observation. In any specific case, we recommend a thorough analysis, using the comparison procedure proposed in the present study, of feasible strategies for obtaining data, in order to arrive at an informed decision support.