@article{HoganRascheBraunvonReinersdorff2012,
  author    = {Hogan, Barbara and Rasche, Christoph and Braun von Reinersdorff, Andrea},
  title     = {The First View Concept introduction of industrial flow techniques into emergency medicine organization},
  series = {European journal of emergency medicine : official journal of the European Society for Emergency Medicine},
  volume    = {19},
  journal   = {European journal of emergency medicine : official journal of the European Society for Emergency Medicine},
  number    = {3},
  publisher = {Lippincott Williams \& Wilkins},
  address   = {Philadelphia},
  issn      = {0969-9546},
  doi       = {10.1097/MEJ.0b013e32834bbd93},
  pages     = {136 -- 139},
  year      = {2012},
  abstract  = {The number of patients seeking treatment in emergency departments is rising, although many governments are seeking to reduce expenditure on health. Emergency departments must achieve more with the same resources or perform the same functions with fewer resources. Patients demand higher emergency clinical care quality, with low waiting times viewed as a key quality criterion by many patients. The objective of this study was to create an improved working system in emergency departments that cuts patient waiting times for first specialty physician contact. Techniques from industrial flow management were applied to the working process of an emergency department and the concept was named 'First View.' A total of 3269 patient contacts using the First View Concept during a treatment month showed statistical significance. Before introduction, a total 3230 patients in a comparative treatment month had a median waiting time before the first doctor contact of 47.6 min, a first quartile waiting time of 36.1 min, and a third quartile waiting time of 62.7 min. After introduction, 3269 patients had a median waiting time before first specialty physician contact of 11.2 min, a first quartile waiting time of 9.1 min, and a third quartile waiting time of 15.2 min. Industrial flow concepts can achieve significant improvements in emergency department workflows in countries in which sufficient numbers of specialty physicians are available. More attention to the organization of emergency department working processes is needed, especially involving lean management.},
  language  = {en}
}
@article{Kuettner2020,
  author    = {K{\"u}ttner, Uwe-Alexander},
  title     = {Tying sequences together with the [that's + wh-clause] format},
  series = {Research on language and social interaction},
  volume    = {53},
  journal   = {Research on language and social interaction},
  number    = {2},
  publisher = {Routledge, Taylor \& Francis Group},
  address   = {New York},
  issn      = {0835-1813},
  doi       = {10.1080/08351813.2020.1739422},
  pages     = {247 -- 270},
  year      = {2020},
  abstract  = {This article explores a sequence organizational phenomenon that results from the use of a loosely specifiable turn format (viz., That's + wh-clause) for launching (next) sequences while at the same time connecting back to a prior turn. Using this practice creates a sequential juncture, i.e., a pivot-like nexus between one sequence and a next. In third position, such junctures serve to accomplish seamless sequential transitions from one sequence into a next by presenting the latter as locally occasioned. The practice may, however, also be deployed in second position to launch actions that have not been made relevant or provided for by the preceding action and exhibit response relevance themselves. The sequential junctures then become retro-sequential in character: They transform the projected trajectory of the sequence in progress and create interlocking sequential structures. These findings highlight that sequence is practice, while pointing to understudied interconnections between tying and sequentiality. Data are in English.},
  language  = {en}
}
@article{Dosdall2021,
  author    = {Dosdall, Henrik},
  title     = {Attraktivit{\"a}t und Gleichstellung in Milit{\"a}rorganisationen},
  series = {Der moderne Staat},
  volume    = {14},
  journal   = {Der moderne Staat},
  number    = {2},
  publisher = {Barbara Budrich},
  address   = {Leverkusen-Opladen},
  issn      = {1865-7192},
  doi       = {10.3224/dms.v14i2.01},
  pages     = {455 -- 472},
  year      = {2021},
  abstract  = {Der Artikel analysiert aus organisationssoziologischer Perspektive wie die Bundeswehr Gleichstellungsrecht umsetzt. Das zentrale Argument lautet, dass die Bundeswehr das Gleichstellungsrecht managerialisiert, indem sie institutionalisierte Praktiken adaptiert, die es erlauben, das Gleichstellungsrecht f{\"u}r den Zweck der Personalgewinnung auszudeuten. Die Adaption dieser Praktiken wird maßgeblich dadurch beg{\"u}nstigt, dass sich das Gleichstellungsrecht als L{\"o}sung mit dem Problem der zuk{\"u}nftigen Personalgewinnung verkn{\"u}pfen l{\"a}sst, nachdem die Bundesregierung die Wehrpflicht aussetzte und beschloss, die Bundeswehr wieder zu vergr{\"o}ßern. Der beschriebene Prozess f{\"u}hrt auch dazu, dass die Bundeswehr in der Umsetzung des Gleichstellungsrechtes zunehmend großen Unternehmen {\"a}hnlicher wird. Insgesamt leistet die vorliegende Studie einen Beitrag zur Analyse der Beziehung staatlicher Organisationen zu ihrer rechtlichen Umwelt.},
  language  = {de}
}
@article{SeyfriedDoeringAnsmann2022,
  author    = {Seyfried, Markus and D{\"o}ring, Matthias and Ansmann, Moritz},
  title     = {The sequence of isomorphism—},
  series = {Administration \& society},
  volume    = {54},
  journal   = {Administration \& society},
  number    = {1},
  publisher = {Sage Publ.},
  address   = {Thousand Oaks},
  issn      = {0095-3997},
  doi       = {10.1177/00953997211017137},
  pages     = {87 -- 116},
  year      = {2022},
  abstract  = {Isomorphism has been widely used to describe why trends penetrate entire organizational fields. However, research so far has neglected the temporal aspects of such diffusion processes and the organizational reasons underlying the introduction of new management tools. We argue that during reform waves, the reasons for adopting the new tools differ over time. Using comparative data from two surveys on quality management in the field of higher education and the health sector, we show that early adopters are more likely to be motivated by instrumental reasons, while late adopters will more likely be motivated by institutional reasons.},
  language  = {en}
}