Strategy work in the public sector—A balancing act of competing discourses

Höglund, Linda; Svärdsten, Fredrik

doi:10.1016/j.scaman.2018.06.003

Cited by 20 publications

(18 citation statements)

References 48 publications

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“…In this first round of coding our aim was to catch both varieties and similarities in the material. We therefore tried to be as inclusive as possible (Höglund & Svärdsten 2018). Further, in this first round of coding, we sought both explicit accounts and implicit accounts of relational work on social media (Potter & Wetherell, 1987).…”

Section: Discussionmentioning

confidence: 99%

Employees’ Relational Work on Social Media

Lindell

Crevani

2022

NJWLS

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Given how social media are commonly used in contemporary Nordic countries, social media platforms are emerging as crucial for relational work between employers, employees, and potential employees. By means of a discursive psychology approach, this study investigates employers’ constructs of relational work on social media through the use of two interpretative repertoires: the repertoire of loss of control and the repertoire of ever-presence. The consequences of these interpretative repertoires are a masking of power relations, especially between employers and young employees in precarious labor market positions and those with limited digital knowledge or financial means. Further, the positioning of social media as part of a private sphere of life means the invasion of not only employees’, but also managers’ private time and persona. The result of this study hence calls for the need to understand relational work on social media as part of normative managerial work.

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Section: Discussionmentioning

confidence: 99%

Employees’ Relational Work on Social Media

Lindell

Crevani

2022

NJWLS

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“…In early modern times, the political philosophy of Niccolo Machiavelli testifies to the entwining of individual, group, and communal strategies Machiavelli (2009Machiavelli ( [1517). Individuals strive to get somewhere, in factions, which similarly strategize, as part of cities and states, with an emergent agency allowing them to strategize as collectives (Höglund & Svärdsten, 2018;Kornberger & Engberg-Pedersen, 2019). For the classics, it was already apparent that strategy is inherently implicated in power relations, as it often envisions a change of power relations, and entails the use of power, either through coercion, persuasion, or the reshaping of perceptions, either openly or in the shade (Flyvbjerg, 1998;Vasquez, 1998).…”

Section: Strategy and Governancementioning

confidence: 99%

“…Even if the resulting reality looks like the original intention, the assessment can differ because of intervening changes in governance and in the values and perspectives of the community at large (Van Assche et al, 2012). Often, however, the situation in environmental governance is much tougher, as social-ecological systems are at stake, with systems boundaries rendering observation difficult (De Roo, 2017;Van Assche, Verschraegen, Valentinov, et al, 2019;Walker et al, 2006), with complex systems involved, with distant time horizons, and partial understandings and competing discourses at play (Höglund & Svärdsten, 2018). Thus, even if uncertainty is always part of the game, some situations are explicitly recognized and labeled as 'uncertain', while other are not (e.g.…”

Section: Dealing With Uncertainty: Adaptation Transition Intermediatesmentioning

confidence: 99%

Rethinking strategy in environmental governance

Assche

Beunen

Gruezmacher

et al. 2020

Journal of Environmental Policy & Planning

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This paper presents a novel framework for analyzing the formation and effects of strategies in environmental governance. It combines elements of management studies, strategy as practice thinking, social systems theory and evolutionary governance theory. It starts from the notion that governance and its constitutive elements are constantly evolving and that the formation of strategies and the effect strategies produce should be understood as elements of these ongoing dynamics. Strategy is analyzed in its institutional and narrative dimensions. The concept of reality effects is introduced to grasp the various ways in which discursive and material changes can be linked to strategy and to show that the identification of strategies can result from prior intention as well as a posteriori ascription. The observation of reality effects can enhance reality effects, and so does the observation of strategy. Different modes and levels of observation bring in different strategic potentialities: observation of self, of the governance context, and of the external environment. The paper synthesizes these ideas into a framework that conceptualizes strategies as productive fictions that require constant adaptation. They never entirely work out as expected or hoped for, yet these productive fictions are necessary and effective parts of planning and steering efforts.

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“…Litteraturen om offentlig sektor innovation er omfattende og informationsrig (Aaen et al, 2018;Halvorsen et al, 2005;Hansen & Jakobsen, 2013;Røste, 2005;Osborne & Brown, 2011;Vries et al, 2016), men der har generelt vaeret meget lidt fokus på, hvad det er for nogle relationelle processer, der er konstituerende for innovationsprocessen, og hvad de betyder for kvaliteten af innovationsprocessen (Hoholm & Araujo, 2011). Studier med fokus på relationelle processer har fremhaevet, hvordan relationel laering i teams kan have en positiv effekt på innovations outcomes (Leal-Rodríguez et al, 2014), hvordan konkurrerende diskurser enten kan haemme eller fremme udvikling (Höglund & Svärdsten, 2018), og hvordan "forhandlede meninger" og forskellige dialogformer er med til at skabe mening i innovationsprojekter (Brix, 2017). Litteraturen om teamlaering fremhaever endvidere fordelene ved at innovere i teams -navnlig i teams med forskellige fagligheder -men litteraturen fremhaever samtidig også, hvor svaert det er i praksis at få et team til at innovere (Edmondson & Nembhard, 2009;Edmonson & Harvey, 2018).…”

Section: Problemfeltunclassified

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Etzerodt

2020

SiS

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Artiklen løfter sløret for, hvordan samspillet mellem forskellige tankelogikker kan forbedre innovationsprocesser i den offentlige sektor. Via et observationsstudie af Region Nordjyllands regionale innovationsenhed undersøger jeg, hvordan drifts- og innovationslogikker spiller sammen i innovationsprocessen. De empiriske analyser indikerer, at en løbende vekselvirkning mellem de to logikker forbedrer vilkårene for, at innovationsprocessen lykkes ved, at noget ukendt (innovationslogik) konkretiseres i forhold til den kendte praksis (driftslogik). Artiklen viser også, hvordan arbejdet med innovation relaterer sig til arbejdsmiljø og -glæde, idet teams der formår at foretage en løbende vekselvirkning mellem de to logikker, også udviser større drive og lyst til at innovere, mens drivet og lysten synes mere forladt i teams, der ikke formår at foretage en løbende vekselvirkning.

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Strategy work in the public sector—A balancing act of competing discourses

Abstract: This paper has been peer-reviewed but does not include the final publisher proof-corrections or journal pagination.

Cited by 20 publications

References 48 publications

Employees’ Relational Work on Social Media

Employees’ Relational Work on Social Media

Rethinking strategy in environmental governance

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