| 1. |
- Andersson, Thomas, 1970-, et al.
(författare)
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Building traits for organizational resilience through balancing organizational structures
- 2019
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Ingår i: Scandinavian Journal of Management. - : Elsevier. - 0956-5221 .- 1873-3387. ; 35:1, s. 36-45
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Tidskriftsartikel (refereegranskat)abstract
- This paper describes and explains how balancing organizational structures can build traits for organizational resilience. Organizational resilience is a holistic and complex concept. In this paper, we move beyond focusing on sudden and disruptive events in favour of anticipating the unexpected in daily organizing. Organizational resilience is understood here as building traits of risk awareness, preference for cooperation, agility and improvisation and is analysed by means of a longitudinal qualitative case study. The paper contributes to the field by showing how balancing organizational structures can foster organizational resilience traits. We show that power distribution and normative control can create preparedness for unexpected events and foster action orientation at the same time as supporting organizational alignment.
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| 2. |
- Cäker, Mikael, 1972, et al.
(författare)
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Mätning på gott och ont
- 2019
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Ingår i: Innovation och stadsutveckling : en forskningsantologi om organiseringsutmaningar för stad och kommun / Red. Jessica Algehed, Erica Eneqvist, Christian Jensen & Jenny Lööf.. - Sverige : Mistra Urban, RISE samt Vinnova. - 9789189049086 ; , s. 103-112
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Bokkapitel (övrigt vetenskapligt/konstnärligt)
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| 3. |
- Siverbo, Sven, 1970-, et al.
(författare)
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Conceptualizing dysfunctional consequences of performance measurement in the public sector
- 2019
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Ingår i: Public Management Review. - : Informa UK Limited. - 1471-9037 .- 1471-9045. ; 21:12, s. 1801-1823
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Tidskriftsartikel (refereegranskat)abstract
- Performance measurement (PM) has become increasingly popular in the management of public sector organizations (PSOs). This is somewhat paradoxical considering that PM has been criticized for having dysfunctional consequences. Although there are reasons to believe that PM may have dysfunctional consequences, when they occur has not been clarified. The aim of this research is to conceptualize the dysfunctional consequences of PM in PSOs. Based on complementarity theory and contingency theory we conclude that dysfunctional consequences of PM are a matter of interactions between PM design and PM use, between control practices in the control system and between PM and context. © 2019, © 2019 Informa UK Limited, trading as Taylor & Francis Group.
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