This thesis examines first-line managers' perceptions about their organizational prerequisites for trust-based governance and management through a case study within the municipality of Norrköping, focusing on the public home care organization. A qualitative research design was used in the thesis based on first-line managers perceptions of the organizational prerequisites for an ideal trust-based governance and management. The material has been analyzed through an ideal-type analysis based on central elements within the governing principles of market, bureaucracy, and trust. An overall picture gives the impression that the organizational prerequisites primarily is perceived as being well-functioning for the ideal of trust-based governance and management. It is also considered that certain organizational prerequisites are less well-functioning for the ideal. Furthermore, the thesis indicates certain organizational prerequisites which are seen as central to the ideal. This thesis provides some empirical evidence that a balance between the governing principles of market, bureaucracy, and trust is perceived as essential to achieve the ideal of trust-based governance and management in the given context. At the same time, the thesis indicates that a greater emphasis on trust as a governing principle is perceived as desirable to achieve the optimal balance for the ideal in the given context. In addition, the study depicts that there is some path dependence that affects the view of the organizational prerequisites for an ideal trust-based governance and management in the managerial role. This means that a legacy of market-inspired and bureaucratic instruments is perceived to prevent the trust-based management philosophy from having a greater impact on the organization.

Kommunen är huvudman för äldreomsorgen vilket innebär att organisationen är politiskt styrd. Att arbeta som första linjens chef inom äldreomsorgen är därmed ett komplext uppdrag där flera olika perspektiv konstant måste tas i beaktning. Första linjens chefer inom äldreomsorgen har krav på sig både uppifrån och nedifrån vilket kan skapa lojalitets konflikter. Förstalinjens chef står i direkt kontakt med den operativa verksamheten och dem verksamheten är till för (brukarna). Brukarnas och personalens intressen ska därmed pareras gentemot organisationens intressen och krav och det finns en relevans i att titta på hur eventuella lojalitetskonflikter hanteras och vilket handlingsutrymme första linjens chef har. Syftet med uppsatsen var att undersöka hur första linjens chefer upplever lojalitetskonflikter mellan verksamhetens uppdrag och arbetsgivaransvaret samt vilka strategier de använder i handlingsutrymmet. Studiens design var en kvalitativ intervjustudie med semistrukturerade frågor och materialet analyserades med hjälp av kvalitativ innehållsanalys. Dataanalysen resulterade i två huvudkategorier vilka var att leda genom lojalitet och att våga handla. Informanterna ansåg att deras lojalitet låg hos arbetsgivaren och att deras uppgift var att implementera politikers och lednings beslut. Informanterna var samtidigt tydliga med att brukarnas bästa kommer i första hand. De prioriterade och ignorerade vissa beslut utifrån om de kunde se ett tydligt syfte med arbetsuppgiften eller inte. Från NPM och detaljstyrning till dagens fokus på tillits- och värdebaserad styrning menar författarna att det är viktigt med chefers etiska kompetens eftersom de enligt denna studie verkar genomföra beslut baserat på om de själva finner syfte och värde i verksamheten de leder. / Swedish elderly care is a politically controlled organizationwith the municipality as principal. Working as a first-line manager in elderly care is thus a complex task where several different perspectives must constantly be taken into account. First-line managers have demands on them both from above and below, which can create loyalty conflicts. The first-line manager is in direct contact with the operational activities and those the activities are for (the users). The interests of the users and the staff must be balanced against the interests and demands of the organization and the reis a relevance in looking at how potential conflicts of loyalty are handled and what margin for manoeuvre the first-line manager has. The purpose of the essay was to investigate how first-line managers experience loyalty conflicts between the organizations mission and the employer's responsibility and which strategies they use in the margin for manoeuvre. The design of the study was a qualitative interview study with semistructured questions and the material was analyzed using qualitative content analysis. The data analysis resulted in two main categories which were leading through loyalty and daring to act. The informants believed that their loyalty lay with the employer and that their task was to implement the decisions of politicians and management. At the same time, the informants were clear that the best interests of the users come first. They prioritized and ignored certain decisions based on whether or not they could see a clear purpose for the work task. From NPM and detailed management to today's focus on trust and value-based management, the authors believe that managers' ethical competence is important because, according to this study, the managers seem to implement decisions based on whether they themselves find purpose and value for their operation unit.