In 1996, the U.S. Congress initiated a change to the Department of Defense (DOD) military family housing program. Applying organizational learning and change theories, this study of the Department of the Air Force (AF) reveals how the AF used $617 million of federal funds and $8.3 billion of matching private investment to significantly upgrade or construct and manage 53,323 AF family housing units. Using an outcome-oriented process tracing methodology, I examine the process changes, organizational structure modifications, and strategy adjustments the AF instituted to implement this latest attempt at providing military family housing. To understand how those adjustments occurred, this research uses organizational routine theory to help explain how organizations generate change by performing their day-to-day activities. This single-case historical study of AF family housing privatization, used process tracing to identify five primary organizational routines that determine know when there is a minimally sufficient explanation of how the AF learned and changed while privatizing the existing military family housing stock. These organizational routines help to clarify the organizational strategy, implementation process, and structure changes that emerged during privatization to address the quality, quantity, affordability, and timeliness of AF military family housing. The AF approach to transforming military family housing might be applicable to other publicly funded housing programs. / Ph. D.

Covid-19 innebar nya rutiner för fastighetsmäklarna med ökat krav på användning av digitalkommunikation för att möta kunder och genomföra bostadsaffärer. Eftersomfastighetsmäklarnas intäkter helt löper på försäljningsprovision kan de nya rutinerna medförakonsekvenser för mäklares ekonomiska överlevnad. Syftet med studien var därför attanalysera hur mäklare förändrat och digitaliserat sina rutiner under Covid-19 pandemin, ijämförelse med före pandemin, för att utveckla kundrelationer, genomföra bostadsaffärersamt säkra sin ekonomiska överlevnad. Studien genomfördes med hjälp av intervjuer avmäklare, tematisering och jämförelse med rutinteorin och tidigare forskning. Resultatetvisade att mäklare genomförde färre personliga möten i hemmet och mäklarkontoret. Deutvecklade rutiner för att kombinera personliga och digitala möten, upprätthöll digitalkommunikation via hemarbete, videovisningar och sociala medier. De effektiviserade ävensina digitala rutiner genom obligatorisk föranmälan till visningar, digital avtalssignering ochanvändning av en digital plattform som kallas sälj- och köpcoachen. En av slutsatserna sommanifesterades under studien var det ökade avståndet mellan mäklare och kund, vilketkompenserades genom ökad digital användning av video, digital signering samt sälj- ochköpcoachen. Denna ökade digitalisering innebar förbättrad effektivitet i mäklarnas arbete attutveckla kundrelationer, genomföra bostadsaffärer och säkra sin ekonomiska överlevnad.Mäklarna antas därför fortsätta ompröva och effektivisera sin digitala kommunikation medkunder på nya oväntade sätt i framtiden. / Covid-19 meant new routines for real estate agents with increased requirements for the use ofdigital communication to meet customers and carry out housing transactions. A real estateagents income runs entirely on sales commission, therefore could the new routines that camealong with the pandemic have negative consequences on their financial survival. The purposeof the study was therefore to analyze how real estate agents changed and digitized theirroutines during the Covid-19 pandemic, compared to before the pandemic, to developcustomer relationships, conduct housing transactions and ensure their financial survival. Thestudy was conducted through interviews with brokers, thematization and comparison withroutine theory and previous research. The results showed that brokers conducted fewerpersonal meetings in the home and in their office. They developed routines for combiningpersonal and digital meetings, maintained digital communication via homework, video viewsand social media. They also streamlined their digital routines through mandatory pre-registration for screenings, digital contract signing and use of a digital platform called thesales and buying coach. One of the conclusions that manifested during the study was theincreased distance between broker and customer due to the pandemic. However, this wascompensated by increased usage of digital video, digital signing and the sales- and buyingcoach. The increased digitalisation meant improved efficiency in the brokers' work to developcustomer relationships, carry out housing transactions and secure their financial survival.Brokers are therefore expected to further develop and streamline their digital communicationwith customers in new unexpected ways in the future.