Ändra sökning
RefereraExporteraLänk till posten
Permanent länk

Direktlänk
Referera
Referensformat
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • harvard-cite-them-right
  • Annat format
Fler format
Språk
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Annat språk
Fler språk
Utmatningsformat
  • html
  • text
  • asciidoc
  • rtf
Policy implementation in the era of accelerating projectification: Synthesizing Matland's conflict-ambiguity model and research on temporary organizations
Handelshögskolan i Göteborg, Göteborgs Universitet.
Inst Social arbete, Göteborgs Universitet.
Högskolan i Borås, Akademin för textil, teknik och ekonomi.ORCID-id: 0000-0002-0569-7666
2018 (Engelska)Ingår i: Public Policy and Administration, ISSN 0952-0767, E-ISSN 1749-4192, Vol. 33, nr 4, s. 447-465Artikel i tidskrift (Refereegranskat) Published
Abstract [en]

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.

Ort, förlag, år, upplaga, sidor
2018. Vol. 33, nr 4, s. 447-465
Nyckelord [en]
Administrative theory, implementation, policymaking, public management, public sector reform
Nationell ämneskategori
Studier av offentlig förvaltning
Forskningsämne
Handel och IT
Identifikatorer
URN: urn:nbn:se:hb:diva-13479DOI: 10.1177/0952076717702957ISI: 000445464100006Scopus ID: 2-s2.0-85040749447OAI: oai:DiVA.org:hb-13479DiVA, id: diva2:1174089
Tillgänglig från: 2018-01-15 Skapad: 2018-01-15 Senast uppdaterad: 2020-01-10Bibliografiskt granskad

Open Access i DiVA

Fulltext saknas i DiVA

Övriga länkar

Förlagets fulltextScopus

Personposter BETA

Löfström, Mikael

Sök vidare i DiVA

Av författaren/redaktören
Löfström, Mikael
Av organisationen
Akademin för textil, teknik och ekonomi
I samma tidskrift
Public Policy and Administration
Studier av offentlig förvaltning

Sök vidare utanför DiVA

GoogleGoogle Scholar

doi
urn-nbn

Altmetricpoäng

doi
urn-nbn
Totalt: 75 träffar
RefereraExporteraLänk till posten
Permanent länk

Direktlänk
Referera
Referensformat
  • apa
  • ieee
  • modern-language-association-8th-edition
  • vancouver
  • harvard-cite-them-right
  • Annat format
Fler format
Språk
  • de-DE
  • en-GB
  • en-US
  • fi-FI
  • nn-NO
  • nn-NB
  • sv-SE
  • Annat språk
Fler språk
Utmatningsformat
  • html
  • text
  • asciidoc
  • rtf