The purpose of this article is to analyze what professional emergency personnel learn during collaboration exercises and the benefits of what they have learned. Observations (n = 19) and semistructured interviews (n = 32) were carried out in conjunction with major exercises held in Sweden (2007–2012). The results show that exercises tend to be based on their own logic, which differs from actual events. Exercise participants believe that they mainly learn single-track, parallel, and path-dependent behavior. The exercises do not facilitate the use of cross-boundary activities. This means that learning, as well as benefits from the exercises for actual events, is limited. The exercises would be more appropriate if those participating had the opportunity to identify weaknesses, try alternative ways, and engage in comprehensive organizational analyses at the conclusion of the exercises. Based on the results of the study, alternative models for collaboration exercises are suggested, with elements that would better develop collaboration and contribute to learning.

Local governments are bringing previously outsourced services back in‐house. Research into explanations for sourcing decisions in the public sector is growing, however, few researchers have investigated drivers of both outsourcing and backsourcing in local public‐governance organizations. In this study we utilize transaction cost economic theory (TCE) and political ideology to investigate underlying motives of sourcing in local public governance organizations. Based on a 2018 survey of chief financial officers (CEO) in all of Sweden's 290 municipalities, this study shows that backsourcing is strongly associated with outsourcing and that outsourcing and backsourcing should not be understood as opposite phenomena, rather as interdependent phenomena in a dynamic sourcing strategy. Outsourcing and backsourcing are driven in part by different factors: Outsourcing by political ambitions and economic factors relating to TCE, while managerial and pragmatic concerns are foregrounded for backsourcing.

Earlier studies have identified artefacts, but have only to a lesser degree looked at their effects. The purpose of this paper is to investigate how artefacts contribute to organisation. A trauma team at a university hospital has been observed and its members interviewed. The trauma team showed itself to be rich on artefacts since it had strong internal driving forces, high legitimacy, and tried to live up to high expectations from the outside. Its members were motivated to be in the forefront of trauma care. Through renewal, the team succeeded in maintaining demarcation. It also succeeded in systemising internal work tasks and made for itself a position in relation to the outside. The team's capacity, however, came to be limited by internal conflicts and battles for prestige. The study shows that informal logic has a strong influence on teams. Teamwork contributed to the development of organisational structure and motivation for the personnel. Earlier studies advocate the important role of artefacts in order to communicate, collaborate, negotiate or coordinate activities. The conclusion is that artefacts also have an organising and developing effect on teams in a fragmented and differentiated healthcare.

The aim of this study is to understand and explain how street‐level bureaucrats manage high workloads in public healthcare organisations. Data was collected through observations, interviews and documents. The results show that high workloads are reduced through use of collegial mechanisms at the organisation level. The study shows that workloads are reduced in a two‐step process, the first is a negotiation between professionals and the second in the meeting with patients. The two‐step process explains the limitation problems in more detail and makes an important contribution by explaining how high workloads are reduced in public health services.