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The Global ETD Search service is a free service for researchers
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Showing 151 to 152 of 152 (0.066 seconds)| 151 |
Styrförändringar i offentlig sektor : En praktisk tillämpning av tillitsbaserad styrningGummesson, Malin, Slaveska, Martina January 2022 (has links)
Introduction: The abundance of reforms that have characterized governance in the public sectorin recent decades has shown a discrepancy between the reforms ambition and outcome, as the results of the reform implementation rarely reach expectations. In 2016, the government appointed a delegation with the aim of developing a new way of working that was based ontrust to deal with the problems that were perceived to exist in the public sector, the working method that was developed is called trust-based governance (TBS). As TBS is a relatively new and Swedish concept, there is a lack of empirical evidence on how various public authorities have introduced trust-based governance and developed their governance. Aim: The aim of this study is to increase knowledge about governance changes in the public sector and trust-based governance (TBS). To achieve this, the change work in a selected municipality that claims to work with TBS will be studied. Method: The study is a qualitative case study in a selected municipality, Östra Göinge. The empirical collection consists of two parts; first describes TBS based on Tilitsdelegationen definition and then TBS is examined in the selected municipality. The empirical collection from the municipality is mainly based on interviews with respondents on strategic, tactical and operationa levels but has been supplemented with documents from the municipality. Conclusion: Östra Göinge's change work has been developed with inspiration from the private sector and not based on the work of Tillitsdelegationen, but the municipality's current governance can be equated with the description of TBS that the delegation emphasizes. The municipality has influenced the delegation's work regarding the design of the trust reform, which shows that the design of public governance reforms can be influenced by the public sector. Furthermore, Östra Göinge's change work is described as an ongoing and dynamic process in which successive adjustments of control have been made in order to fix the gaps that exist between ambition and outcome. The outcome of the change work is judged to have been affected by; interpretation, intra-organizational factors, organizational characteristics, sedimentation, and contradictions, and of five challenges that exist with TBS as a way of governance; culture clashes, dismissals, difficulties in maintaining TBS and that there are no exact limits to the employee's playing field. / Inledning: Den uppsjö av reformer som har präglat styrningen av den offentliga sektorn under de senaste decennierna årtioenderna har påvisat en avvikelse mellan reformers ambition och utfall, då utfallet av reforminförandet sällan når upp till förväntningarna. 2016 tillsatte regeringen en delegation vars syfte var att utveckla ett nytt arbetssätt med tillit som utgångspunkt för att hantera de problem som upplevdes finnas inom den offentliga sektorn, detta nya arbetssätt kom att kallas tillitsbaserad styrning (TBS). Då TBS är ett svenskt och relativt nytt koncept saknas det empiriska underlag på hur olika offentliga myndigheter har anammat TBS och utvecklat sin styrning. Syfte: Syftet med denna studien är att öka kunskapen om styrförändringar i offentlig sektor och tillitsbaserad styrning (TBS). För att uppnå det här kommer ett förändringsarbete i en vald kommun som uppger sig arbeta med TBS studeras. Metod: Studien är en kvalitativ fallstudie av en vald kommun, Östra Göinge. Empiriinsamlingen består av två delar; den första beskriver TBS utifrån Tilitsdelegationens definition och sedan undersöks TBS i den valda kommunen. Empiriinsamlingen från kommunen bygger främst på intervjuer med respondenter på strategisk, taktisk och operativ nivå men har kompletterats med underlag från kommunen. Slutsats: Östra Göinges förändringsarbete har tagits fram med inspiration från den privata sektorn och inte utifrån Tillitsdelegationens arbete. Kommunens nuvarande styrning kan likställas med den beskrivning av TBS som delegationen framhåller. Kommunen har påverkat delegationens arbete kring utformningen av TBS och resultatet visar att utformningen av offentliga styrreformer kan påverkas av den privata sektorn. Vidare beskrivs Östra Göinges förändringsarbete som en pågående och dynamisk process där successiva justeringar har gjorts för att åtgärda gapen mellan ambition och utfall. Utfallet av förändringsarbetet bedöms ha orsakats av; tolkning, intraorganisatoriska faktorer, organisatoriska karaktärsdrag, sedimentation och motstridigheter. Det identifierades också fem utmaningar med TBS som styrsätt; kulturkrockar, uppsägningar, svårigheter att upprätthålla styrsättet samt att det inte finnsexakta gränser för spelplanen.
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Licence to Talk : Sustainability Managers and their Managerial Realities within the Corporate Sustainability ParadoxEl hajjari Borg, Mounia, Sundberg, Elin January 2021 (has links)
While sustainability-dedicated managers and related titles represent a profession that has hardly existed for more than a decade, it is not surprising that the field of research concentrating on these professionals is in itself relatively new. With an increasing demand for corporations to take their social and environmental responsibility, and a corporate sustainability characterized by tension and paradox, we found it of importance to explore the role and entanglements of these professionals. By analysing 17 in-depth interviews with sustainability-dedicated professionals from the private sector in Sweden, our interpretation is that sustainability managers hold the function of selling sustainability, with talk as their main weapon. Expressly, in the intersection between business-case logics and sustainability logics, sustainability managers have to, above all, make a convincing case for sustainability, inwards and outwards. Therefore, they draw dynamically on different narratives which we conceptualise in three roles: the chameleon, the pragmatic, and the nagging manager. Through these roles, we intend to capture the fluidity with which the managers relate and engage with sustainability, and hence we do not mean to ossify a role’s dynamics within a single, static or stereotypical category. We discuss these findings and concepts to the background of previous studies and existing literature.
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