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  • 1. Andersson, Thomas
    et al.
    Tengblad, Stefan
    University of Borås, School of Business and IT.
    Medledarskap: Ledarskap som kollektiv initiativförmåga2009In: Ledarskapsboken / [ed] Sten Jönsson, Lars Strannegård, Liber , 2009, p. 245-268Chapter in book (Other academic)
  • 2. Andersson, Thomas
    et al.
    Tengblad, Stefan
    University of Borås, School of Business and IT.
    When Complexity Meets Culture: New Public Management and the Swedish Police2009In: Qualitative Research in Accounting & Management/Emerald, ISSN 1176-6093, E-ISSN 1758-7654, Vol. 6, no 1/2, p. 41-56Article in journal (Refereed)
    Abstract [en]

    Purpose: The purpose of this paper is to demonstrate how new public management (NPM) reform from the national level is implemented as practice in a local unit within the police sector in Sweden.Design/methodology/approach: A qualitative case-study approach is applied using semi-structured interviews, participant observations and analysis of documents.Findings: The paper illustrates different kinds of resistance at the organizational level. The dominant form of resistance was found to be cultural distancing. The paper demonstrates a tendency among police officers to deal with a changing and more complex work context by embracing a traditional work role.Research limitations/implications: The paper shows that reforms that add complexity may fail because of potential contradictions and the limited capacity and motivation of employees to deal with the complexity in the manner prescribed by NPM. Practical implications: The paper shows that the popular trend to adopt multi-dimensional forms of control (for instance the balanced-scorecard approach) may fail if there is a lack of consensus about what goals and measurement are important and/or there is a lack of dialogue about how the new goals should be implemented in practice.Originality/value: Research about NPM-reforms in the police sector is rare. The original contribution of this paper is to study NPM-reforms with a focus on the role of complexity in relation to resistance.

  • 3.
    Tengblad, Stefan
    et al.
    University of Borås, School of Business and IT.
    Andersson, Thomas
    Control and resistance in police work2008Conference paper (Other academic)
  • 4.
    Tengblad, Stefan
    et al.
    University of Borås, School of Business and IT.
    Byrkjeflot, Haldor
    The political translation of American management ideas to a Scandinavian context; a case study2008Conference paper (Refereed)
  • 5.
    Tengblad, Stefan
    et al.
    University of Borås, School of Business and IT.
    Ohlsson, Claes
    The Framing of Corporate Social Responsibility and the Globalization of National Business Systems: A Longitudinal Case Study2009In: Journal of Business Ethics, ISSN 0167-4544, E-ISSN 1573-0697, Vol. 93, no 4, p. 653-669Article in journal (Refereed)
    Abstract [en]

    The globalization movement in recent decades has meant rapid growth in trade, financial transactions, and cross-country ownership of economic assets. In this article, we examine how the globalization of national business systems has influenced the framing of corporate social responsibility (CSR). This is done using text analysis of CEO letters appearing in the annual reports of 15 major corporations in Sweden during a period of transformational change. The results show that the discourse about CSR in the annual reports has changed from a national and communitarian view of social responsibility (cf. a negotiated view of CSR) toward an international and individualistic view of social responsibility (cf. a self-regulating view of CSR). The article contributes theoretically (1) by adding a national–global dimension to previous conceptualizations of CSR and (2) by showing that the rise of CSR discourse and activities in the last 10 years does not have to imply an increased commitment and interest in corporate responsibility per se, only that there are increased societal expectations that corporations should develop the capability to act more independently as moral agents.

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