The increased competition and volatile market today have led to the increased interest in agile management control systems. Previous studies have been made on the subject where researchers argue that there is a need for organizations to become agile. However, many practitioners seem hesitant to only implement agile approaches. This study explores how hybrid management control systems are developed and used over time in a large organization. This is a case study that uses semi-structured interviews to collect data. This study found that an agile management control system was not a one-size-fits-all solution. The reason for this is because organizational context and obstacles prevent the organization from fully committing to one management idea. This study concludes that organizations are hesitant to change long-time used practices. Also, managers and employees have different preferences where managers value traditional approaches more while employees prefer agile approaches. Therefore, organizations incorporate parts from various management systems that fit their organization and develop a hybrid management control system.

Bakgrund: Under de senaste åren har allt fler universitet infört fler digitala verktyg inom undervisningssammanhang och administration. Tidigare forskning har fokuserat mycket på vad det kan betyda för lärandet och hur det kan förbättra organisationen. Denna uppsats ämnar istället att bidra med förståelse för vilka hinder som kan göra digitaliseringen i ett universitet långsammare och mer svåruppnåelig. Syfte: Syftet med uppsatsen är att bidra med förståelse för organisatoriska hinder vid digitalisering av universitet. Genomförande: Uppsatsförfattarna har genom ett kvalitativt tillvägagångssätt genomfört sju intervjuer med personal på Linköpings universitet. Dessa personer har valts selektivt i kombination med lämplighetsurval. Under intervjuerna har organisatoriska hinder identifierats på tre olika nivåer: strategisk, taktisk och operativ nivå. Slutsats: De huvudsakliga organisatoriska hinder som identifierats har exempelvis varit användarmotstånd, parallella styrdimensioner, lagen om offentlig upphandling och brist på “sense of urgency”. Uppsatsförfattarna kan också konstatera att användarmotståndet troligtvis kommer minskas i framtiden och att ett hinder som lagen om offentlig upphandling är svår att undvika för ett universitet. / Background: Like most organizations, universities have become more and more digitized in recent years. Prior research has mostly focused on what improvements digitization can lead to in educational and organizational contexts. The intent of this study is to contribute to a higher understanding of organizational obstacles which lead to slower and more complicated processes when digitizing universities. Purpose: The purpose of this study is to contribute to a higher understanding of organizational obstacles when digitizing universities. Completion: The authors have through a qualitative approach conducted seven interviews with employees at Linköping University. The interviewees have been selectively and suitably chosen for the study. During the interviews, several obstacles have been identified on three different organizational levels: strategic, tactical and operational Conclusion: The main organizational obstacles that have been identified are for instance user resistance, parallel control dimensions, law of public procurement and lack of sense of urgency. The authors can also conclude that user resistance will most likely decrease in the future and that an obstacle like the law of public procurement is difficult for a university to avoid.

Disaster researchers have established the determinants of preparedness and mitigation at the household level of analysis. However, at the organizational level, there is limited research and no theory to guide research on the determinants of preparedness and mitigation. The main goal of this study is to answer the question "what are the determinants of mitigation and preparedness at the organizational level?" The data come from a survey of 227 organizations in Memphis, Tennessee. This study uses Tobit regression technique to identify the determinants. This study finds that organizational size and concern over disaster impact are strong positive determinants of mitigation and preparedness in organizations. In addition, there is a significant and non-linear relationship between organizational obstacle and mitigation and preparedness activities. The study concludes with policy implications and recommendations for future studies.

Disaster researchers have established the determinants of preparedness and mitigation at the household level of analysis. However, at the organizational level, there is limited research and no theory to guide research on the determinants of preparedness and mitigation. The main goal of this study is to answer the question "what are the determinants of mitigation and preparedness at the organizational level?" The data come from a survey of 227 organizations in Memphis, Tennessee. This study uses Tobit regression technique to identify the determinants. This study finds that organizational size and concern over disaster impact are strong positive determinants of mitigation and preparedness in organizations. In addition, there is a significant and non-linear relationship between organizational obstacle and mitigation and preparedness activities. The study concludes with policy implications and recommendations for future studies.