Browsing by Subject "administration"

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  • Bor, Sanne (Svenska handelshögskolan, 2014-11-25)
    Organisations collaborate with one another. And they appear to do so more and more frequently in the recent decades. At the same time many of these efforts fail to deliver what the collaboration was set up for. This combination creates the basis for the fascinating and stimulating research field of inter-organisational relations – a field which is still very much in development. In this thesis the focus is on meta-organisations, associations in which organisations are members. The steering of such inter-organisational structures appears to need a novel approach, a collective, multi-level engagement which I set out to examine. The thesis is structured to foreground the process of the research and the development of my thinking. The study is conducted on R&D consortia funded as Networks of Excellence by the European Commission under Framework Programme 6. The study is based primarily on five case studies, by way of documentation and interviews. In addition, the study draws on data collected on 101 consortia and consortium agreements from 50 consortia. The thesis develops the theoretical understanding of meta-organisations and their organisational conditions and implications. Meta-organisation theory, thus far, has focused mainly on the implications following from having organisations as members. This thesis suggests adding to this theory the implications created by constitutional membership, that is, members that constitute the organisation. Constitutional membership makes a difference in three ways: it creates a clear boundary of the meta-organisation; it assumes collective ownership of the meta-organisation; and it makes possible the utilising of indirect resources – the resources of the member organisations, and most importantly their personnel – by the meta-organisation. In addition, the thesis develops a conceptual framework of steering processes, combining governance, management and administration. This framework shows how both decisions and mutual adjustment in top-down, bottom-up, and horizontal directions steer meta-organisations. The framework may, however, be fruitfully used to study other organisations as well. The findings from the analysis of the steering processes show that the utilisation of indirect resources decentralises the governance, management and administration of activities to the participants of member organisations who are undertaking these activities. The results also demonstrate that the governance, management and administration of undivided tasks centralises to those with formal management responsibility. In addition, the analysis shows how control and granting are avoided, externalised or formalised to deal with lack of hierarchical authority. These and other findings of the study seek to refine and extend the hypothesised conditions of meta-organisation theory.
  • Niemi, Hertta (Svenska handelshögskolan, 2010-11-10)
    Parliaments are political institutions, but they are also places where people work; the MPs and the people who are employed there work, albeit in rather different ways. In this research the focus is on those in a Parliament who work there as employees and managers, and thereby, in some senses, run the organisation. Accordingly, this involves seeing the Parliament as a working environment, for MPs and employees, for men and women. The institution of Parliament is thus here examined by looking at it from a different and new angle. Instead of the usual focus on politicians the focus is on the administration of this institution. The aim is, amongst other things, to increase knowledge and offer different perspectives on democracy and democratic institutions. Unpacking the nearly mythical institution into smaller, more digestible, graspable realities should at the very least help to remind the wider society that although nations, to a certain extent, do need national institutions they should not become mystified or seen as larger than life. Institutions should work on behalf of people and thus be accountable to these same people. The main contribution of this work is to explore and problematise how managing and working is done inside an institution that both largely fulfils the characteristics of a bureaucracy and yet also has added special features that seem to be rather far removed from clear bureaucratic structures. This research offers a new kind of information on working life inside this elite institution. The joys and the struggles of working and managing in this particular public sector organisation are illustrated here and offer a view, a glimpse, into the experiences of managing and working in this House.