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1.
  • Jensen, Christian, et al. (författare)
  • Multi-level hybridization and hybridized governance system - experience from Collaboration Associations in Sweden.
  • 2019
  • Konferensbidrag (refereegranskat)abstract
    • <p>Many of the pressing problems in society are complex and ill-defined. This question theusability of pre-existing organizational arrangements and governance models in the publicsector. To address these “wicked problems”, there is a need of governance models that arecapable of coordinating vertical as well as horizontal decision-making in and betweendifferent authorities, combining various financial efforts, and coordinating differentprofessional competences (Klijn &amp; Koppenjan, 2014). In this paper we analyse such anattempt within the Swedish well-fare sector; the emergence of a multi-level hybridorganizational structure, called Coordination Association (CA). CA consisting of four mainactors responsible for rehabilitation within the Swedish welfare system, that is, the SocialInsurance Agency, the Swedish Public Employment Service, representatives from regionalhealth care and the municipalities. CA also collaborate to a lesser extent with actors fromNGO and private sector.Rhetorically, it is often said that different governance regimes replace each other (ClassicalPublic Administration (CPA) with New Public Management (NPM) and NPM with Newpublic governance (NPG)), when, in practice, they coexist and jointly creates increased“control-congestion” (Osborne, 2006; Torfing &amp; Triantafillou, 2016). There are severaloperating steering ideals within CA creating similar congestion, such as bureaucracy,management by objectives and peer control. Each one, drawing attention to the need for eitherstandardization or flexibility, as well as internal or external aspects of control. There are alsoideas such as the notion of learning organization, which puts focus on operationaldevelopment and the need for increased strategic awareness among the concerned.Hence, in the paper we describe and analyse the hybridized governance model that emergeand assert itself in this new organizational setting. We describe how the different and partiallyoverlapping governance and control systems of the involved parties are merged and how anew hybridized system with slightly different claim and time horizon develops. How can thisnew system facilitate the development of new common bureaucratic standards, new jointobjectives and performance indicators, new cross-professional norms, and finally, enhancedstrategic awareness about CA:s institutional conditions? We also discuss how differentdilemmas of control are handled in this process.</p>
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  • Löfström, Mikael, 1960-, et al. (författare)
  • Innovation in Human Service Organizations – the case of Coordination Associations in Sweden.
  • 2019
  • Konferensbidrag (refereegranskat)abstract
    • <p>In an era of New Public Governance (NPG), how can we organize so as to stimulate experimentation with new and bold ideas and the utilization of experiences based on such ideas in the public sector? This shift towards a network-based governance between authorities becomes even more complex when collaboration is formalized in hybrid arrangements that operates under different control system (Dickinson, 2016). In what way does new forms of governance affect the opportunities for innovation and experimentation when it not only involves one single organization, but several organizations in collaboration? The aim for this paper is to develop a conceptual framework for analyzing and discussing how this new form of governance affects the opportunities for innovation and experimentation when it involves not only a single organization, but several organizations in collaboration. Our focus is not on experimentation per se, but rather on the institutional conditions for innovation. With all the challenges and expectations of new organizational forms and the implementation of reforms, how does governance provide the conditions for developing new ideas and local experimentation in order to implement national reforms and – above all – test new working methods?In this paper, we will discuss and analyze these conditions using a new organizational form, the Coordination Association (CA), which has been set up in order to increase inter-organizational collaboration between public-sector organizations. CA is a multilevel hybrid organization with a mission to work on local-level measures aimed at people in need of coordinated rehabilitation from more than one collaborating authority (cf. Ståhl et al., 2010). A CA will be considered as an institutional setting for sustainable and experimental work within the area of human service organizations (HSOs). CA consists of four actors responsible for different aspects of the rehabilitation within the Swedish welfare system, that is, the Social Insurance Agency, the Employment Service, regional health care and social services within the municipalities. This represents the most structured collaboration in the area of welfare in Sweden so far (Andersson et al., 2012; Ståhl et al., 2010). The main purpose of CA is vocational rehabilitation: However, over time this purpose has expanded into the general label of prevention, which include youth unemployment, integration and public health such as social and psychological problems. CA is a multi-level governing arrangement that include the processes and structures of decision-making and management. This arrangement engage professionals and experts horizontally across organizational boundaries of public agencies in order to carry out a public purpose that could not otherwise be accomplished.</p>
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  • Jensen, Christian, et al. (författare)
  • Policy implementation in the era of accelerating projectification: Synthesizing Matland's conflict-ambiguity model and research on temporary organizations
  • 2018
  • Ingår i: Public Policy and Administration. - 0952-0767 .- 1749-4192. ; 33:4, s. 447-465
  • Tidskriftsartikel (refereegranskat)abstract
    • <p>It has become increasingly common to use the project as a form of organization when implementing public policies. Previous research has identified political, administrative and organizational motives behind this trend towards more project-based organizations within the public administration. The problem is that project-based organization carries inherent problems and special challenges when these projects are supposed to be implemented in permanent agencies and organizations. The purpose of this paper is to identify problems and challenges that public administrations face when ‘the project organization’ is used as a structural form of organization in implementing different kinds of public policies. The article takes its starting point in the policy implementation research and especially in Matland’s conflict-ambiguity model. This research tradition is complemented by a review of research on temporary organizations, which draws attention to some inherent and significant characteristics of project organizations, that is the concepts of entity, relationship and time. Our analysis shows that the use of project organization puts special demands on the players involved, and if these are not taken into account, there is a high risk that projects designed to bring about social change will not produce the effects that policymakers and citizens expect.</p>
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