Karin Allard

EXPLORING THE PARADOX

This paper explores work-to-family conflict among 77 managerial fathers in Sweden by focusing on flexible working arrangements. Sweden provides a unique setting for the study of fathers’ work-to-family conflict as it has a 30-year-old social policy tradition of promoting gender equality in the workplace and in the home. Our results show that managerial fathers experience high levels of work-to-family conflict, despite high access to flexible working arrangements. Using a border theory perspective, hierarchical regression analysis shows the importance of gender egalitarianism in the family (taking responsibility for children and being in a dual earner family), as well as flexible working arrangements (satisfaction with job flexibility and access to flexleave) in explaining work-to-family conflict for managerial fathers. Organizational time demands (time pressure at work and average work hours) and use of flextime were less important. Our results imply that gender egalitarian managerial fathers with access to flexleave have a win–win situation. They experience less work-to-family conflict and set a good example for their employees.

Implantation of toric intraocular lenses in patients with cataract and keratoconus: a case series

Purpose To describe the results of phacoemulsification and implantation of toric intraocular lenses (IOLs) in patients with cataract and keratoconus. Patients and methods Prospective study of 4 patients (4 eyes) with cataract and keratoconus who underwent phacoemulsification with implantation of a toric IOL. Two different toric IOLs were used: AcrySof IQ SN6AT9 and AT Torbi 709M(P). Corneal tomography was performed preoperatively using Scheimpflug technique with Pentacam. Astigmatism was regular or slightly irregular in all patients. Postoperatively, best-corrected visual acuity (BCVA), astigmatism, spherical equivalent, and complications were recorded for all patients. Follow-up time was between 4 weeks and 7 months. Results BCVA increased and astigmatism decreased in all patients. BCVA increased from 20/50 to 20/40 in patient 1, from 20/63 to 20/20 in patient 2, from 20/40 to 20/32 in patient 3, and from hand motion to 20/40 in patient 4. Astigmatism decreased from −6.12 to −3.75 D in patient 1, from −4.62 to −1.75 D in patient 2, from −9.0 to −3.0 D in patient 3, and from −8.0 to −2.75 D in patient 4. One patient developed pseudophakic cystoid macular edema, but at last follow-up after 6 months the edema had resolved. Another patient developed posterior capsular opacification after 2 months. No misalignment of the axis of the IOL was observed. Conclusion Correction of both astigmatism and cataract with phacoemulsification and implantation of a toric IOL can be an effective and safe choice for patients with cataract and keratoconus. However, predicting the refractive outcome in cataract surgery is difficult in patients with keratoconus, and the surgeon should be aware of different sources of biometric errors and the possible consequences.

Toric IOL implantation in a patient with keratoconus and previous penetrating keratoplasty: a case report and review of literature

BackgroundCataract surgery in patients with keratoconus with or without previous penetrating keratoplasty (PKP) can be demanding due to difficulties in selecting the intraocular lens (IOL) and predicting the refractive outcome. We report a case of cataract surgery in a patient with keratoconus and previous PKP in one eye.Case presentationA 71-year-old man with bilateral cataract and advanced bilateral keratoconus and previous PKP in the left eye. Preoperatively, best corrected visual acuity (BCVA) was 20/150, with − 5.75 sph − 9.75 cyl 72°, in the right eye and 20/40, with − 0.25 sph − 5.0 cyl 50°, in the left eye. The patient was subjected to phacoemulsification with implantation of a spherical IOL in the right eye and a toric IOL in the left eye. BCVA postoperatively was 20/80 with + 1.25 sph − 3 cyl 65° in the right eye and 20/25 with − 0.5 sph − 3.25 cyl 80° in the left eye.ConclusionsCorrection of post-PKP astigmatism and cataract with phacoemulsification and implantation of a toric IOL can be an effective and safe choice. Predicting the refractive outcome in cataract surgery is difficult in patients with advanced keratoconus even when using non-toric IOLs, and the surgeon should be aware of different sources of biometric errors and the possible consequences.

The Manufacturing Sector

This chapter reports how managers in the manufacturing sector in India and Sweden understand the values of CSR and EO, and discusses the importance of these values for workplace attractiveness. It begins by describing the manufacturing sectors of the two countries on the basis of their respective national statistics. Thereafter, we present an understanding of the two values based on three data sources: (a) qualitative data collected through cognitive interviews of managers; (b) data collected through interviews of administrative heads or HR managers regarding the demographic composition of organizations and (c) a quantitative survey of first-line healthcare managers. The chapter discusses how manufacturing organizations formulate, implement and communicate their policies on organizational values, besides reporting on managers’ perceptions of CSR and EO. Further, managers’ ratings of attractiveness (organizational commitment and intention to leave) and perceived effectiveness, supported by tests of differences between the countries on these parameters, are reported. The importance that managers attach to these organizational values when they evaluate the organization’s attractiveness is then discussed.

The Information Technology Sector

This chapter reports how managers in the IT sector in India and Sweden understand the organizational values of CSR and EO and their importance for workplace attractiveness. A general description of the sector in the two countries is provided on the basis of their respective national statistics. We then present integrated information based on qualitative data collected through cognitive interviews with managers regarding the conceptualization of the values in their national perspectives; data collected through organizational interviews with HR managers regarding the demographic composition of their organizations and a quantitative survey of first-line managers in 15 sample organizations. The chapter discusses how IT organizations formalize, implement and communicate these values based on the perceptions of existing managers regarding the different components of these organizational values. Managers’ ratings of attractiveness (organizational commitment and intention to leave) and perceived effectiveness, supported by tests of differences between the countries on these parameters, are also reported. Finally, we discuss the perceived importance of these values and of competitive performance for the attractiveness of IT organizations.

The Healthcare Sector

This chapter reports how managers in healthcare organizations in India and Sweden understand the organizational values of CSR and EO and describes the perceived importance of these values for workplace attractiveness. The chapter provides a general description of the healthcare sector in both countries on the basis of their national statistics. Most healthcare organizations sampled from India are private, corporate or trust-owned, whereas the Swedish healthcare organizations in the sample are public-owned. The understanding of these values is based on three data sources: (a) qualitative data collected through cognitive interviews of managers; (b) interviews with administrative heads/HR managers regarding the demographic composition of the sampled organizations; and (c) a quantitative survey of first-line healthcare managers. The chapter discusses how healthcare organizations practice CSR and EO based on the perceptions of healthcare managers from the two countries regarding the different components of these values. The relationship between perceived attractiveness and effectiveness is rated and profiled to present a comparative picture. The perceived importance of the two values and of competitive performance for attractiveness is also discussed.

The Education Sector

This chapter reports how managers in educational institutions in India and Sweden understand the organizational values of CSR and EO, and the importance of these values for workplace attractiveness. A general description of the sector in the two countries is provided on the basis of their national statistics. Most sampled higher educational institutions from India are private or trust-owned, whereas in Sweden the sample comprises mostly government universities. The chapter presents integrated information based on cognitive interviews of managers regarding the conceptualization of these values; interviews of administrative heads/HR managers regarding the demographic composition of the institutions; and a quantitative survey of faculty members in managerial positions in sample institutions. A discussion of how higher educational institutions practice CSR and EO is supported by perceptions of employed academicians with regard to the different components of these values. In addition, the institutions are profiled in terms of their perceived attractiveness and effectiveness to present a comparative picture. The perceived importance of the values and of competitive performance for the attractiveness of educational institutions is presented.

Attractive Values Across Sectors in Sweden and India

This chapter provides an overall perspective of the expressions of the organizational values of CSR and EO across different sectors in Sweden and India. It examines whether the expressions of these values are shared between managers in the same organization. The chapter also maps the sample organizations selected from different sectors in the two countries in terms of CSR and EO. The findings are described and interpreted to understand the effect of national culture, sectoral culture and their interaction on the expressions of CSR and EO in the studied organizations. On the basis of higher statistical analysis, we then discuss how important CSR and EO are for perceptions regarding the attractiveness of work and the organization’s effectiveness. In addition, we compare the moderating effect of national and sectoral culture on the relationship between expressions of organizational values and the perceived attractiveness and effectiveness of the organization.

Corporate Social Responsibility and Equal Opportunities for Men and Women as Organizational Values

This chapter introduces and discusses the concepts of CSR and EO as these have evolved in the context of the national cultures of India and Sweden respectively. It deliberates on different approaches to understanding CSR and EO as important values within organizations. The chapter highlights how legislative regulation can multiply the impact of these organizational values. It also discusses the important contribution of organizational and national cultures in the practice and expression of such values. The chapter argues that values like CSR and EO can help organizations in both India and Sweden to develop attractive and sustainable workplaces, despite the different laws and labour market environments in the two countries.

Multicultural Perspectives on Attractive Work

This chapter explores whether, in a world where organizations act globally and managers interact worldwide, the meaning of organizational values for managers is universal or context-specific. We discuss the need to consider culture as a multifaceted concept in cross-cultural studies. The chapter discusses national, sectoral (pertaining to different types of industries) and gendered cultures, all of which may affect employees’ perceptions and behaviour in organizations. It has not so far been tested whether managers share perceptions of organizational values across nations, or whether different sectors or variations in gender composition among different industries have a greater impact on what values are considered important in workplace attractiveness for male and female managers. We present a comparative design that is suitable for testing different cultural perspectives in different contexts. Later chapters apply this comparative design and a cross-level methodology to a large sample of managers and strategically selected organizations in different sectors and types of industries.