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- Bergström, Ola, 1968, et al.
(författare)
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Paradoxifying Organizational Change: Cynicism and Resistance in the Swedish Armed Forces
- 2014
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Ingår i: Journal of Change Management. - : Informa UK Limited. - 1469-7017 .- 1479-1811. ; 14:3, s. 384-404
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Tidskriftsartikel (refereegranskat)abstract
- This article explores organizational cynicism in the context of a major organizational change process. Cynicism has been viewed as a form of resistance driven by unsuccessful implementation of organizational change or, in contrast, as a direct negative attitude towards management. Drawing upon the interview data with regiment managers, this article analyses how unit managers describe organizational changes that their units have endured during a longer period of time. The empirical data suggest that rather than an expression of failed organizational change, managerial incompetence, or a general mistrust in management, organizational cynicism can be seen as organizational members' response to perceived changes and an effort to create a consistent image of everyday activities and formal organizational structures. In this non-instrumental view of organizational cynicism, any attempt to analyse the impact of organizational change on organizational cynicism must therefore take into account the possibility that organizational members actively take part in translating organizational change through what we call paradoxification, that is, by identifying contradictions and inconsistencies between the formal decisions made and their effects in the local setting, rather than other forms of resistance.
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| 2. |
- Boglind, Anders, 1944, et al.
(författare)
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HR transformation and shared services: Adoption and adaptation in Swedish organisations
- 2011
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Ingår i: Personnel Review. ; 40:5, s. 570-588
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Tidskriftsartikel (refereegranskat)abstract
- Purpose – This paper seeks to compare Ulrich's model of HR transformation/shared service organisation (the “three-legged stool”) with the empirical evidence from the research. The aim of the paper is to describe the journey from theory to practice of HR transformation in organisations as they adopt and adapt the model. Design/methodology/approach – An institutional frame of reference is used for case studies of seven Swedish organisations. The respondents in the 192 interviews are HR professionals, line managers and other stakeholders. Findings – All seven of the organisations adopted the HR transformation as a standard blueprint. Management consultants played a leading role in this process. HR service centres were established, the local HR staffs were reduced radically, and the remaining role, the HR business partners, took on lesser importance. During the adaptation process a variety of solutions resulted, some of which were innovations. Research limitations/implications – Because of the small sample size, the generalisability of the results is somewhat limited. Practical implications – The results may useful to both researchers and practitioners, whether they are involved in the study or in the re-organisation of HR. It is not easy to imitate a theoretical model or a “best practice” model without taking the translation process into consideration. Originality/value – Previous studies have not examined how HR transformation/shared service travels in different organisations using this number of interviews in in-depth research. These results show that achieving the desirable HR organisation depends on the translation and interpretations of the concepts in the local context
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| 3. |
- Boglind, Anders, 1944, et al.
(författare)
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HR-transformation på svenska: om organisering av HR-arbete
- 2013
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Bok (övrigt vetenskapligt/konstnärligt)abstract
- Några år in på 2000-talet började många svenska organisationer förändra sin HR-funktion utifrån ett koncept som utvecklats i amerikanska storföretag. Konceptet marknadsfördes internationellt av konsulter som ”HR transformation”. Kombinerat med en leveransmodell baserad på shared service, inspirerad av den amerikanske gurun Dave Ulrich, var målet effektivisering och omfokusering mot mer strategiska HR-uppgifter. Vi har följt sju svenska organisationers försök att införa konceptet. Vi ville förstå varför det fått ett så stort genomslag och i vilken grad det påverkat för HR-arbetets inriktning och arbetssätt samt konsekvenser för linjechefer. Resultaten visar att transformationsidéerna var attraktiva därför att de kunde kopplas till rationella mål om kostnadseffektivisering och central kontroll. Men genomförande och måluppfyllelsen varierar och har ofta påverkats av faktorer som inte beaktats i den rationella planeringsprocessen. I en senare utkommen version 2021 har vi gjort uppföljande studier och undersökt konceptets ställning. I det avslutande kapitlet diskuteras hur det framtida HR-arbetet kan organiseras för att hantera samspelet mellan digitalisering, människor och sociala värderingar.
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