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Strategic management in the public sector has become quite popular in practice and several studies have shown that it has an impact on organizational performance. However, we still know little of how strategic management unfolds in practice. Overall, our message is that there are specific challenges that appear when applying strategic management in a public sector context that need to be handled to enhance the possibility of succeeding with strategy work. We present these challenges in terms of four tensions emerging in strategy work: planned versus emergent strategies, legitimacy versus practicality, administrative management versus innovative approach, and accessibility versus security. Based on these identified tensions, we suggest four propositions that not only have implications for further research, but also practical implications.

In public sector organizations, strategies and management accounting are often developed with the ambition of providing a combination of long-term objectives and short-term evaluations. This combination is sometimes labelled Strategic Management Accounting (SMA). The purpose of this chapter is to enhance our knowledge about SMA in the public sector context. We do this through a qualitative study of the Swedish Public Employment Service, which in 2020 launched a new strategic direction to manage changes in the agency’s environment, along with a balance scorecard (BSC). The research question for this case was: How is the BSC used by a public sector agency as an SMA tool? Our results show that the agency’s operational managers and controllers use the BSC as an SMA tool to create active management and control, while at the same time being reactive with a short-term focus. We address these results in relation to an idea of flexibilization, more specifically the desire to become a flexible agency that can change and adapt to short-term changes.

Herein, results from noise and dark current density studies on InAs/GaSb type-II superlattice IR detectors are presented. The activation energy of the dark current density is used to identify the dominating dark current mechanisms (generation–recombination (GR), tunneling, or diffusion dark current) as a function of temperature and bias. The bias evolution of the power spectral density (PSD) is measured in dark conditions for several temperatures. At the operating bias of the detectors, the arrays show a white noise–dominated spectrum up to 100 K with a minor 1/f contribution (corner frequency around 10 Hz), while for higher temperatures the spectra are 1/f dominated. The 1/f noise component is compared to the dominating dark current mechanism in the same temperature and bias regimes. A strong correlation between the 1/f noise component and the dominating dark current (I) is found, with the PSD proportional to I for tunneling currents and I2 for GR and diffusion currents. Very low noise coefficients of αGR = 4.8 × 10−9 Hz−1, αdiff = 1.9 × 10−10 Hz−1, and αtun = 2.1 × 10−16 A Hz−1 are observed for these detectors. © 2020 Wiley-VCH GmbH, QC 20201202

The purpose of this paper is to enhance our understanding of intra-organizationaltrust in public organizations by studying interpersonal trust in both vertical andhorizontal relationships from a bidirectional perspective. Previous research hasfocused on trust at a single level of analysis, ignoring influences from other organizationallevels, which has led to gaps in our understanding of trust. In addition, fewstudies take a bidirectional perspective where a trustor is simultaneously a trustee andvice versa. Through a case study, we contributed to filling this gap by studying theantecedents of trust – ability, benevolence and integrity.

In our paper we try to understand strategic management (SM) at the Swedish Public Employment Services (SPES), one of the largest tax-funded central agencies in Sweden. The agency has been struggling to strategically manage not only contradictory goals and wicked problems due to rapid changes in political governance, but also a rapidly growing unemployment in society due to the extraordinary circumstances of the COVID-19 epidemic. We have studied SPES between 2015-2021 and treated it as a case using qualitative methods of document studies, observations and 180 interviews with e.g. board members, managers and employees at SPES as well as politicians and union representants. To understand how SPES “do” SM we have used Moore’s (1995) strategic triangle as an analytical framework. Recently, an increasing number of scholars have taken an interest in SM from a public value approach (see e.g. Bracci et al., 2019; Bryson et al., 2014a; 2014b; 2015; 2017; Hartley et al., 2017; Mintrom and Luetjens, 2017). The three nodes of the strategic triangle framework – the authorising environment, public value creation and operational capacity – recognise that there are key issues affecting most, if not all, public sector organisations (Alford and Greve, 2017). However, as several researchers has noted there is a lack of empirical research on the subject of SM and public value (see e.g. Bracci et al., 2019; Bryson et al., 2017b; Hartley et al., 2017; Höglund et al, 2021), as well as on how people “do” SM in practice (se e.g. George and Desmidt, 2014; Höglund et al., 2018a; Höglund and Mårtensson, 2019). Our paper is an attempt to contribute to this call by addressing the following RQ: How do public organizations “do” SM during extraordinary times? The findings suggest that SM tend to fall short in extraordinary times as COVID19, due to ad hoc management that focuses on short term goals that most of the times do not align with previous stated strategic goals and/or the creation of lon, Arbetsförmedlingen har bidragit finansiellt till detta papper. Kan dock inte hitta dem som forskningfinansiärer etc.

Purpose: The purpose of the paper is to bridge the knowledge gap regarding our understanding of the relationship between political governance, performance measurements and performance management. Design/methodology/approach: An interpretative longitudinal case study including qualitative methods of document studies and interviews collected between 2017 and 2019. The interviews have involved both politicians, officials, and professionals. Findings: Our results show e.g. politicians' intention with performance management, how goal management and measurements are used as a tool and interpreted by public managers. A conclusion drawn in relation to our findings is that different political agendas and views of performance management tend to contribute to many and detailed performance measurements, the measurements are separated from operative performance management, it also contributes to a short-term perspective and a lack of a holistic view. Originality/value: Few have with qualitative methods empirically studied the relationship between political governance, performance measurements and performance management., Artikel tillgängliggjord för deltagare vid konferens:International Research Society for Public Management (IRSPM) Conference 2021- Public Management, Governance and Policy in Extraordinary Times: Challenges and Opportunities, 20 - 23 April. Presented at panel P04.

In our paper we try to understand strategic management (SM) at the Swedish Public Employment Services (SPES), one of the largest tax-funded central agencies in Sweden. The agency has been struggling to strategically manage not only contradictory goals and wicked problems due to rapid changes in political governance, but also a rapidly growing unemployment in society due to the extraordinary circumstances of the COVID-19 epidemic. We have studied SPES between 2015-2021 and treated it as a case using qualitative methods of document studies, observations and 180 interviews with e.g. board members, managers and employees at SPES as well as politicians and union representants. To understand how SPES “do” SM we have used Moore’s (1995) strategic triangle as an analytical framework. Recently, an increasing number of scholars have taken an interest in SM from a public value approach (see e.g. Bracci et al., 2019; Bryson et al., 2014a; 2014b; 2015; 2017; Hartley et al., 2017; Mintrom and Luetjens, 2017). The three nodes of the strategic triangle framework – the authorising environment, public value creation and operational capacity – recognise that there are key issues affecting most, if not all, public sector organisations (Alford and Greve, 2017). However, as several researchers has noted there is a lack of empirical research on the subject of SM and public value (see e.g. Bracci et al., 2019; Bryson et al., 2017b; Hartley et al., 2017; Höglund et al, 2021), as well as on how people “do” SM in practice (se e.g. George and Desmidt, 2014; Höglund et al., 2018a; Höglund and Mårtensson, 2019). Our paper is an attempt to contribute to this call by addressing the following RQ: How do public organizations “do” SM during extraordinary times? The findings suggest that SM tend to fall short in extraordinary times as COVID19, due to ad hoc management that focuses on short term goals that most of the times do not align with previous stated strategic goals and/or the creation of lon, Ej belagd 220217