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The purpose of this paper is threefold: to describe how a large organization has successfully worked to achieve sustainable health; compare the work of the large organization with methodologies used by smaller successful organizations; and then to create a model for how managers of larger organizations can work to create sustainable health.

The empirical data were gathered through interviews with managers at different organizational levels and workshops with employees, within a case study in a large bank which received the award “Sweden's best workplace”. The data were also compared to results from earlier case studies of three smaller organizations that have received the same award.

The results of the studies show coinciding results as to the importance of management commitment and methodologies, such as employee involvement, delegation, goal deployment and coaching, to create a health‐promoting work environment. This indicates that larger organizations do not need any specific methodologies.

Based on the experiences from four successful organizations, managers should mainly consider doing the following: start measuring and evaluating the consequences of sickness absence in their organization; and adopt a management strategy based on humanistic core values that are supported by methodologies and tools.

The paper adds understanding about how managers of large organizations could work practically to overcome management problems in today's working life and support the work and organizational factors earlier described in the literature to create a health‐promoting work environment that stimulates the development of sustainable health.

The purpose of this paper is to trace the development of a methodology for identification of stakeholders, their demands, wants and expectations.

Within the public eldercare, data were collected by means of participant observations to assess the methodology under development and to explore the stakeholder view within public eldercare.

In public eldercare, the customer focus is often emphasised, but not always apparent. Nursing staff have the responsibility to give patients the right care. However, these customers often have to be satisfied subject to meeting demands from relatives, management and society, just to mention a few of the other potential stakeholders. Indeed, nurses have diverging views of who the stakeholders are and also find it problematic to prioritize between stakeholders' interests. The findings include a stakeholder methodology, which suggests steps for identification of stakeholders and stakeholders' demands, wants and expectations on an individual employee level as well as steps for group discussions concerning how to achieve a common view and balance different interests on an organizational level.

The implications of the findings are mainly valid for the Swedish public eldercare. However, both experiences and the stakeholder methodology should be valuable both for other public and private organisations.

The study might stimulate the debate on the somewhat controversial customer focus in public eldercare. It explores the suitability of stakeholder theory on an individual level and presents a tentative stakeholder methodology.