ÁgripViðfangsefni greinarinnar er þróun á skipulagi fyrirtaekja á Íslandi fyrir og eftir fjármálahrunið árið 2008. Byggt er á rannsóknum í verkefninu Innform á Íslandi, annars vegar frá 2004 til 2007 og hins vegar frá 2010 til 2014. Einnig er gerður samanburður á milli fimm rannsókna sem gerðar hafa verið um skipulag fyrirtaekja á Íslandi á árunum fyrir og eftir hrun. Markmið greinarinnar er að lýsa megineinkennum á stjórnskipulagi íslenskra fyrirtaekja og gera grein fyrir þróun á skipulagi þeirra. Jafnframt er markmiðið að kanna hvort sjá megi breytingar á skipulagi íslenskra fyrirtaekja eftir efnahagshrunið 2008 á ýmsum stjórnunarþáttum sem tengjast skipulagi. Helstu niðurstöður gefa vísbendingar um að stjórnskipulag ís-lenskra fyrirtaekja hafi tekið nokkrum breytingum og að áhersla á innri ferla og skilvirkni sé meiri. Umboðsveiting hefur aukist og sú breyting tengist aukningu á fléttu-og verkefnaskipulagi. Rannsóknirnar sýna að flest stór íslensk fyrirtaeki notast baeði við afurðaskipulag og starfaskipulag, sem gefur vísbendingu um blandað skipulag. Starfaskipulag er hins vegar ríkjandi skipulagsform þegar litið er til baeði smaerri og staerri fyrirtaekja. Það virðist hafa verið millibilsástand hjá fyrirtaekjum á Íslandi varðandi stjórnskipulag fyrst eftir hrun þar sem áhersla aeðstu stjórnenda á formlegt skipulag minnkaði tímabundið. AbstractThis paper discusses the development of organizational structure in Icelandic enterprises before and after the economic crash in 2008. This is built on data compiled in the Innform research project in Iceland, first from the pre-crash years 2004 to 2007 and second the post-crash years 2010 to 2014. A comparison is also drawn up with an overview of the five published research results about the structure of Icelandic companies in the period of 2004-2016. The purpose of this article is to describe the main characteristics of the organizational structure of Icelandic companies and their evolution. At the same time the aim is to look for changes after the economic crash in 2008 on different management practices related to organizational structure. The main findings point to the direction that organizational structure has partly changed. Especially with more focus on effectiveness and internal processes. Empowerment has increased with correlation to matrix structure and project structure which are increasingly in use. Previous research shows that most big Icelandic companies are using both functional and divisional structure, that relates

Social entrepreneurs innovate to solve social problems, often related to health. Lead users innovate if extreme needs call for a better solution that is not yet available in the market/society. There is an opportunity for expansion of concept, looking more closely at the impact and evolution of health and spa organizations that start with a community-based non-profit mission. This is a case study using historical data from Iceland and interviews with managers and network partners of a recent important geothermal destination, the Blue Lagoon spa. The case provides an interesting opportunity to apply social entrepreneurships and lead user lenses to explore the history of a health and spa destination. Initially, the idea came from trials of patients with psoriasis from the Spoex foundation, who used the silica- and mineral-enriched wastewater from a geothermal power plant. These treatments led to development of a world-famous health clinic over the course of 25 years. The healing effects of the water have been scientifically confirmed. Parallel to this innovation, the organization developed a mass tourism spa with 1 million visitors annually. Another increasing field for the Blue Lagoon has been skin care and anti-aging products using the water from the lagoon. The tourism spa and health destination history could benefit from being analyzed from the perspective of social entrepreneurs and lead users.

Nordic leadership values have gained increased publicity and popularity recently. The paper looks at Icelandic public management. The main research question is if and how Icelandic managers adhere to Nordic leadership values. The research is based on a prior Danish study: Public managers – tasks and opinions. An online questionnaire was sent to 1.685 public managers in Iceland, with 524 respondents so the participation rate is 31%. The main purpose of the research was to highlight the emphasis of Icelandic managers in daily tasks and get their opinions on their working environment and regulatory framework. Another point was to compare the public working environment in Iceland and Denmark regarding the basic values of Nordic leadership. The main findings show that public management in Iceland is characterized by trust, clear work-processes, short chains of command and minimal bureaucracy. Cooperation and social networking at the workplace was positive and reasonable demands towards the managers. At the same time, there seem to be opportunities for the managers to have more influence to enhance performance in their institutions. The main barriers were minimal influence on legislation and the political stakeholders. In comparison, the Danish managers thought bureaucracy too burdensome and that work-processes could be simplified. However, the Danish managers feel they have greater impact and influence on their working environment and political stakeholders. The work-processes and perspectives of Icelandic managers are in line with the Nordic management values: Open communication, critical thinking and care.

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