Why and how do societies change institutions governing access to land after experiencing collectivism and conflict, and what form of economic governance emerges as a result? This empirically-focussed thesis examines changes in land governance in two successor states of Yugoslavia transitioning from inter-ethnic war to fragile peace, and from a command- to a more market-driven economy: Bosnia and Kosovo. The subject of analysis is explaining what drives processes of land governance change; how these occur; who engages in them; and the form of economic governance that appears to emerge. The thesis contributes to knowledge on international state-building in contexts where after conflict and collectivism, liberal state-builders are positioned to influence land governance alongside informal networks and domestic governing elites. Using process tracing and extensive field work data from semi-structured elite interviews and primary documentation, it investigates and compares six case studies of institutional change in land registration, use and alienation governance. It applies Ostrom's rational choice institutionalist analytical framework to identify the situational rules that created status quos of unregulated land access and enduring opportunities for rent-seeking in post-conflict Bosnia and Kosovo, as well as commonalities and differences between the cases. The framework suits taking a long-term perspective on change, from the end of conflict to 2015, and helps consider how structural influences, like Yugoslav and post-conflict legacies and liberal state-building agendas, may have (re)shaped enduring problems of unregulated land access. Finally, it permits using three different theories to explain why, how and with what outcome domestic and external actors change such status quos in land governance. All case study findings show that in quadruple transition contexts, land governance change processes emerge when domestic leaders learn and recognize the economic problems of unregulated land access. In particular, the lack of reliable information about land rights was seen to scare (foreign) real estate investors. This recognition was helped along by liberal state-builders that pressured for land governance change in both countries. However, in Bosnia,their pressure was short-term, and persistent only in land registration reform. Institutionalizing this liberalizing reform proved sufficient to attract foreign investors. Yet to access other land rents, like building permits, personal and political connections remained crucial for land investment. Having clearer land records thus appeared to consolidate rather than undermine more impersonal forms of economic governance. By contrast, Kosovo's land registration, use and alienation governance changed in far-reaching ways. Yet institutional changes often failed to resolve uncertainty about land rights. As such situations endured, elites recognized that Kosovo's economic problems grew. This motivated continued external, national and local-level support for land governance change. The concluding analysis gives reason to explain Bosnian land governance change as Limited Access Order Consolidation, while Kosovo's as Problem- Driven Iterative Adaptation. That suggests, on the one hand, that Bosnian and Kosovar elites tend to change situational rules in land governance differently: the former by only aligning them with narrow elite interests to consolidate their control over rent-seeking opportunities; the latter with a more inclusive, trial and error processes that have more fragile, open-ended outcomes. The difference seems to arise from Kosovo's economic predicament in land governance: it more strongly incentivizes local and national-level elites to cooperate and institutionalize changes that makes accessing land rents both easier and more impersonal. Yet on the other hand, the analysis shows commonality. The possibility of increasing land rents more powerfully explains land governance change than the introduction of a new external agenda, best practice or standard (Solution and Leadership Driven Change). I.e. observed over a longer period, it appears that post-conflict societies have strong endogenous reasons to rise above situations of unregulated resource access, and to collaborate and overcome collective action problems. Liberal state builders still have a potential role to play. They may help liberalize land governance to some extent, yet only so long as they commit with long-term support and a readiness to adapt to the interests of local governing elites. The thesis therefore underscores earlier findings that contest that liberal state-building agendas, including European integration, are principal drivers of institutional change in quadruple transition contexts. Simultaneously, it challenges findings that overemphasize the domestic constraints on (externallysupported) attempts at liberalizing economic governance. The thesis thus adds to debates between new institutionalists highlighting domestic 'deep structures' and those stressing external incentives and agency.

Collaborative governance approaches can advance resilience, equity and effectiveness in the restoration of degraded ecosystems. Often co-management arrangements are not static and should be understood as dynamic process between actors. Yet, management and governance dynamics in restoration are not fully understood. This thesis examines the governance development in a wetland restoration at Linnunsuo, Finland. Linnunsuo was degraded due to peat extraction by a state-owned energy company VAPO. Local fishers observed fish deaths in Jukajoki-river, that is connected to Linnunsuo, and VAPO lost its environmental permits. A co-management regime was founded in collaboration with the local community and VAPO to restore Linnunsuo. In 2017 VAPO decided to sell Linnunsuo, and an actor involved in co-management regime purchased the land to lead and continue the restoration work. The study applied a co-management framework to analyse stakeholder representative interviews to study the governance change. The results highlighted that the greatest change in governance since 2017 was self-determination which has led to greater adaptability in reacting to environmental changes, developing operating space that encourages experimenting and learning, some increase in networks and strengthening existing relationships, increased trust between actors, integration diverse knowledge systems and interests to the decision-making, development of mutual understanding and finding mechanisms to resolve conflicts. The study highlighted the importance of recognising the power dynamics of the actors that could hinder inclusive and transparent decision-making if not addressed. The outcomes indicate that the governance change at Linnunsuo has potentially increased resilience, but more studies and evidence should be presented in order to evaluate the socio-ecological resilience development after the governance change, as the study focused only on examining governance processes.

Bakgrund och problem: Organisationsförändring är något som mer eller mindre alla organisationer någon gång genomgår. Detta medför att behoven och möjligheterna i en organisation förändras. Därav har styrning fått en central roll i att hantera de nya omständigheter som uppstår av en organisationsförändring. Styrning behöver därför förändras beroende på hur omständigheterna påverkar organisationen. Den befintliga forskningen om styrningsförändringar vid en organisationsförändring är begränsad och därav ett relativt outforskat område. Tidigare studier har inte belyst att styrningsförändringar befinner sig i olika stadier vid en organisationsförändring och därav kommer detta område att undersökas vidare i denna studie. Syfte: Syftet med studien är att skapa en förståelse för hur organisationsförändringar driver fram styrningsförändringar genom att beskriva styrningsförändringar i olika stadier. Detta kommer att synliggöras genom att undersöka hur Växjö kommuns styrning i ekonomifunktionen förändras genom att kolla på hur styrningen såg ut innan centraliseringen samt vad för styrningsförändringar som har gjorts, som håller på att göras och som planeras. Metod: Det har genomförts en fallstudie på Växjö kommun för att undersöka den organisationsförändring som skett i deras ekonomifunktion. Det empiriska materialet har främst inhämtats från semistrukturerade intervjuer där en kvalitativ forskningsansats har tillämpats. I metodkapitlet framgår det hur det teoretiska och empiriska materialet har samlats in. Vidare inkluderas en analysmetod som beskriver hur det insamlade materialet hanterats för att besvara studien syfte och frågeställning. Slutsats: Resultatet av studien visar att det uppstår flera olika former av styrningsförändringar som drivits fram av en organisationsförändring. Det har visat sig att en organisationsförändring i form av centralisering förändrar förutsättningarna i en organisationoch därav blir styrningsförändringar viktigt för att anpassa organisationen till de nya omständigheterna. Vidare har denna studie bidragit med en ökad förståelse för styrningsförändringar i form av att styrningsförändringar befinner sig i olika stadier där det framgår att de är genomförda, pågående eller planerade. Detta förklaras av att styrningsförändringar successivt behöver implementeras för att helheten ska fungera. / Background and problem: Organizational change is something that more or less all organizations go through at some point. This leads to the changes in an organization's needs and opportunities. As a result, management control has a central role in being able to handle the new circumstances that arise from an organizational change. Therefore management control needs to change depending on how the circumstances affect the organization. The existing research on changes in management control during an organizational change is limited and therefore a relatively unexplored area. Previous studies have not highlighted that changes in management control are in different stages during an organizational change, and therefore this study aims to investigate this. Purpose: The purpose of the study is to create an understanding of how an organizational change drives changes in management control by illustrating changes in management control in different stages. This will be made by examining Växjö municipality that has implemented a centralization of their financial function and thereby look at changes in management control. The study also aims to look at different phases of changes in management control that have been made, are ongoing and are planned. Method: A case study has been performed in Växjö municipality to investigate the organizational change that took place in their finance function. The empirical material has mainly been obtained from semi-structured interviews where a qualitative research approach has been applied. The method chapter shows how the theoretical and empirical material has been collected. Furthermore, an analysis method is included that describes how the collected material can answer the study's purpose and question. Conclusion: The results of studies show that there are several different precedents of governance changes that were driven by an organizational change. It has been shown that an organizational change in the form of centralization changes the conditions in an organizationand therefore governance changes become important to adapt the organization to the new circumstances. Furthermore, this study has contributed with an increased understanding of governance changes in the form of governance changes being in different stages where it appears that they are implemented, ongoing or planned. This is explained by the fact that governance changes need to be gradually implemented for the entirety of the organization to function.