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- Andersson, Thomas, et al.
(författare)
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When complexity meets culture : new public management and the Swedish police
- 2009
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Ingår i: Qualitative Research in Accounting & Management/Emerald. - : Emerald Group Publishing Limited. - 1176-6093 .- 1758-7654. ; 6:1/2, s. 41-56
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Tidskriftsartikel (refereegranskat)abstract
- Purpose: The purpose of this paper is to demonstrate how new public management (NPM) reform from the national level is implemented as practice in a local unit within the police sector in Sweden.Design/methodology/approach: A qualitative case-study approach is applied using semi-structured interviews, participant observations and analysis of documents.Findings: The paper illustrates different kinds of resistance at the organizational level. The dominant form of resistance was found to be cultural distancing. The paper demonstrates a tendency among police officers to deal with a changing and more complex work context by embracing a traditional work role.Research limitations/implications: The paper shows that reforms that add complexity may fail because of potential contradictions and the limited capacity and motivation of employees to deal with the complexity in the manner prescribed by NPM. Practical implications: The paper shows that the popular trend to adopt multi-dimensional forms of control (for instance the balanced-scorecard approach) may fail if there is a lack of consensus about what goals and measurement are important and/or there is a lack of dialogue about how the new goals should be implemented in practice.Originality/value: Research about NPM-reforms in the police sector is rare. The original contribution of this paper is to study NPM-reforms with a focus on the role of complexity in relation to resistance.
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- Ohlsson, Claes, 1970-, et al.
(författare)
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The Framing of Corporate Social Responsibility and the Globalization of National Business Systems : A Longitudinal Case Study
- 2010
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Ingår i: Journal of Business Ethics. - : Springer Science and Business Media LLC. - 0167-4544 .- 1573-0697. ; 93:4, s. 653-669
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Tidskriftsartikel (refereegranskat)abstract
- The globalization movement in recent decades has meant rapid growth in trade, financial transactions, and cross-country ownership of economic assets. In this article, we examine how the globalization of national business systems has influenced the framing of corporate social responsibility (CSR). This is done using text analysis of CEO letters appearing in the annual reports of 15 major corporations in Sweden during a period of transformational change. The results show that the discourse about CSR in the annual reports has changed from a national and communitarian view of social responsibility (cf. a negotiated view of CSR) toward an international and individualistic view of social responsibility (cf. a self-regulating view of CSR). The article contributes theoretically (1) by adding a national–global dimension to previous conceptualizations of CSR and (2) by showing that the rise of CSR discourse and activities in the last 10 years does not have to imply an increased commitment and interest in corporate responsibility per se, only that there are increased societal expectations that corporations should develop the capability to act more independently as moral agents.
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The Resilience Framework : Organizing for Sustained Viability
- 2018
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Samlingsverk (redaktörskap) (refereegranskat)abstract
- The Resilience Framework: Organizing for Sustained Viability is a book about organizational prosperity and survivability. Its theoretical framework poses achallenge to many schools of management thought in that it recognizes the complexity and unpredictability of managers’ and leaders’ work. A key theme is that organizations and leaders must be prepared and willing to deal with the inevitable occurrence of unexpected events by using their financial, technical, and social resources in ways that empower employees in lateral as well as horizontal decision-making processes. The book’s chapters are based on empirical research conducted at many real companies and in many important business areas. The empirical chapters, for example, present case studies of such events as the BP Deepwater Horizon disaster, the rise and fall of Circuit City, the turn-around of afashion company, and many others.The book presents two new theoretical managerial models: (1) an organizational resilience resource model based on a combination of financial, technical, and social resources; and (2) an organizational capability model that incorporates the three key concepts of reliability, efficiency, and change capacity. Within the framework of organizational resilience, these models can be used to analyse what makes some organizations viable and others not, to integrate important spheres of knowledge into managerial operations, and to understand the role of boards and top managers who work in complex and uncertain environments. While the book offers no easy recipes for achieving organizational resilience, it does offer a holistic explanation of the challenges modern organizations must master.
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