Regional politics is changing; it is transforming from being mainly a responsibility of the central state to a concern that is more for the regional or local governments. At the same time, there are signs of a transformation of the political system in general. The development indicates a decreasing hierarchy as the power of the state is challenged and the political agents are increasing in number. This indicates that the political agents are changing but there are also indications that the political forms are transforming. The politics is increasingly characterised by project and process politics, networks, cooperation and partnerships. This transformation is generally described as the transformation “from government to governance”. New governance is one of the most frequently discussed issues in contemporary political science literature, and this has led to a wide variety of conceptualizations. Considering the changing regional politics and general changes as the political forms and agents, this thesis studies who governs the regional politics and how regional politics is governed.The purpose of this thesis is to provide empirical contributions in order to increase the understanding of changes in regional politics at the local level. This is done by dividing governance modes into typologies. Four political processes at the local level in the municipality of Åre between the years 1973-2007 are analyzed. The thesis is based on qualitative semi-structured elite interviews. The informants have been selected by snowball sampling. The interviews have also been complemented by documentary studies. The documents that have been studied are the protocols from the municipal assembly from 1973, when the municipality was created, to􀂒􀂟2007. The documents also consist of the parish archives (sockenkrönikor) governmental reports and official documents of the local and state-level government. The material has been analyzed by using process tracing.The main results of the study are that there have been changes in the regional politics at the local level in relation to the political agents and the forms of politics. The 1970s were characterized by strong state power and hierarchy. The political processes have increasingly been characterized by the typology of the new governance. The study has shown that in practice the regional politics in Åre is characterized by both traditional governance and new governance at the same time there has not been a paradigmatic shift. The elements of new governance are increasing but there are still significant signs of the traditional bureaucratic system such as hierarchy and ordered rule. As the signs of new governance increase, the political entrepreneurs play a bigger role in the processes being analyzed. The study also shows that the critique of traditional forms of governance relating to participation and influence has not become irrelevant as the signs of new governance increases.

Mancur Olson states that individual, after reasonable evaluation, takes the action of free ride. The main factor of free ride lies in the goal of collective actions --- collective goods. And the non-excludability in collective goods enables consumers to benefit without sharing costs. Based on the framework of Olson¡¦s and Russell Hardin¡¦s theories of reaching the goal of collective actions, along with the theory of political entrepreneurs, this study surveys the collective actions of Tzu-Chi Foundation, in hope of depicting its factors and strategies for overcoming difficulties in collective actions. This study gives an analysis of Tzu-Chi Foundation in terms of collective actions, concluding that its selective incentives are Master Cheng Yen¡¦s unconditional love, cause & effect cycle and pursuit of pop culture. Successful marketing and computerized fund-raise tactics make people more willing to invest time and money in promoting Tzu-Chi Foundation. Few entrepreneurs are willing to bear the costs even without cooperation from other members, as they are satisfied with the collective goods provided by the group, just as Hardin states. Furthermore, one of the solutions to collective actions of free ride is to rely on organization operating by political entrepreneurs. Master Cheng Yen successfully plays the role of entrepreneur leader, adopting strategies like keeping equidistance from each political party, developing constant sense of mission within the organization, exercising mild leadership and management strategies, consolidating the Foundation with religious prospect, recruiting elites and making good use of talents...etc. Multiplied by her female leader impact on Taiwan, these factors combined are the key points of Tzu-Chi Foundation¡¦s success.

The purpose of this dissertation is to describe, explain and understand how slowness appeared when some decisions were made in the area of welfare policy and how this slowness was eliminated. The study focuses on major changes. It is argued that such changes follow another logic than small gradual adjustments. Four breaking points have been selected for a deeper analysis: the pension policy decisions of 1913 and 1994 and the housing policy decisions of 1935 and 1992. These decisions led to the emergence of fundamentally new institutional structures concerning the relation between the central government and the citizens. The study shows that an established institutional structure within a welfare policy area generated mental constructs and decision rules that governed political decision-making. This governance resulted in slowness in the form of lengthy decision-making processes. The fundamental institutional structure was being altered only when the mental constructs were broken down. A common feature was that the decisions were first made when discontent with the prevailing order became so strong that it overwhelmed the fear of a new institutional structure. The general tendency was also to shape the fundamental changes in relation to the citizens so that the changes could be portrayed as small. The established mental constructs are the determining explanation for slowness. The interest organizations played a secondary role, as their interests are shaped in accordance with the mental constructs. Their resistance was declined at the same time when the mental constructs were broken down. The individuals – agents of change – that constantly worked for the change of system in reality appear to be significantly more interesting than hindering organization. Their influence showed a recurring pattern.