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  • 1.
    Berntson, Erik
    et al.
    Stockholm University, Faculty of Social Sciences, Department of Psychology.
    Wallin, Linda
    Härenstam, Annika
    Typical situations for managers in the Swedish public sector: cluster analysis of working conditions using the job demands resources model2012In: International Public Management Journal, ISSN 1096-7494, E-ISSN 1559-3169, Vol. 15, no 1, p. 100-130Article in journal (Refereed)
    Abstract [en]

    Managers in many public domains have to meet major challenges today, which is why it is essential to focus on their working conditions in order to develop a sustainable situation. In the present study, the aim was to explore different types of managerial situations and how they discriminate in health, motivation, and performance outcomes. Using the job demands-resources model as a framework, four demands and three resources were included in a cluster analysis in order to answer the research question. In total, 548 managers in Sweden participated, including heads of department, middle managers, firstline managers, team leaders, and functional managers. The most important finding was that the eight clusters of managerial situations that were found discriminated in a distinct way against each other regarding health, motivation, and performance. The results can be used as guidance for organizational intervention as both very satisfactory and very unsatisfactory situations are identified.

  • 2.
    Höglund, Linda
    et al.
    Mälardalen University.
    Holmgren Caicedo, Mikael
    Stockholm University.
    Mårtensson, Maria
    Stockholm University.
    Svärdsten, Fredrik
    Stockholm University.
    Strategic Management in the Public Sector: How Tools Enable and Constrain Strategy Making2018In: International Public Management Journal, ISSN 1096-7494, E-ISSN 1559-3169, Vol. 21, no 5, p. 822-849Article in journal (Refereed)
    Abstract [en]

    Strategic management (SM) has become prominent on the agenda in several public organizations due to new public management (NPM) reforms. Nevertheless, there are few studies investigating how public organizations apply SM in practice and what tools are used. As a result, calls have been made for such studies. This article can be seen as an attempt to meet this call by presenting a qualitative case study of how SM has been applied in the Swedish Transport Administration (STA), a central government agency in Sweden, and what tools it used in strategy making. By analyzing the micro processes of strategizing at STA, our results indicate that public organizations need to be aware of at least three specific tensions that can enable or constrain strategy making. These tensions are: short v. long-term, parts v. whole, and reactivity v. proactivity.

  • 3. Höglund, Linda
    et al.
    Holmgren Caicedo, Mikael
    Stockholm University, Faculty of Social Sciences, Stockholm Business School.
    Mårtensson, Maria
    Stockholm University, Faculty of Social Sciences, Stockholm Business School.
    Svärdsten, Fredrik
    Stockholm University, Faculty of Social Sciences, Stockholm Business School.
    Strategic Management in the Public Sector: How Tools Enable and Constrain Strategy Making2018In: International Public Management Journal, ISSN 1096-7494, E-ISSN 1559-3169, Vol. 21, no 5, p. 822-849Article in journal (Refereed)
    Abstract [en]

    Strategic management (SM) has become prominent on the agenda in several public organizations due to new public management (NPM) reforms. Nevertheless, there are few studies investigating how public organizations apply SM in practice and what tools are used. As a result, calls have been made for such studies. This article can be seen as an attempt to meet this call by presenting a qualitative case study of how SM has been applied in the Swedish Transport Administration (STA), a central government agency in Sweden, and what tools it used in strategy making. By analyzing the micro processes of strategizing at STA, our results indicate that public organizations need to be aware of at least three specific tensions that can enable or constrain strategy making. These tensions are: short v. long-term, parts v. whole, and reactivity v. proactivity.

  • 4.
    Höglund, Linda
    et al.
    Mälardalen University, School of Business, Society and Engineering, Industrial Economics and Organisation.
    Mårtensson, Maria
    Företagsekonomiska institutionen, Stockholms universitet, Sweden.
    Holmgren Caicedo, Mikael
    Företagsekonomiska institutionen, Stockholms universitet, Sweden.
    Svärdsten, Fredrik
    Företagsekonomiska institutionen, Stockholms universitet, Sweden.
    Strategic Management in the Public Sector: How tools enable and constrain strategy-making2018In: International Public Management Journal, ISSN 1096-7494, E-ISSN 1559-3169, Vol. 21, no 5, p. 822-849Article in journal (Refereed)
    Abstract [en]

    Despite growing interest in discourse and strategy, few studies have examined their role in the public sector. This study uses the concept of interpretative repertoires, i.e., localized discourses, to examine how facts are constructed about strategic work in a central government agency. It analyzes strategic work in relation to the public sector context and draws attention to power struggles among different repertoires in this context. The identified repertoires can be related to wider public sector management discourses that civil servants need to balance in their strategic work. These discourses can both enable and constrain strategy work, and we conclude that strategy in the public sector needs to be understood in relation to these discourses.

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