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Siverbo, S., Cäker, M. & Åkesson, J. (2019). Conceptualizing dysfunctional consequences of performance measurement in the public sector. Public Management Review
Open this publication in new window or tab >>Conceptualizing dysfunctional consequences of performance measurement in the public sector
2019 (English)In: Public Management Review, ISSN 1471-9037, E-ISSN 1471-9045Article in journal (Refereed) Epub ahead of print
Abstract [en]

Performance measurement (PM) has become increasingly popular in the management of public sector organizations (PSOs). This is somewhat paradoxical considering that PM has been criticized for having dysfunctional consequences. Although there are reasons to believe that PM may have dysfunctional consequences, when they occur has not been clarified. The aim of this research is to conceptualize the dysfunctional consequences of PM in PSOs. Based on complementarity theory and contingency theory we conclude that dysfunctional consequences of PM are a matter of interactions between PM design and PM use, between control practices in the control system and between PM and context. © 2019, © 2019 Informa UK Limited, trading as Taylor & Francis Group.

Keywords
Performance measurement, dysfunctional consequences, control system
National Category
Public Administration Studies
Research subject
SOCIAL SCIENCE, Business administration
Identifiers
urn:nbn:se:hv:diva-13759 (URN)10.1080/14719037.2019.1577906 (DOI)2-s2.0-85063003228 (Scopus ID)
Funder
Forte, Swedish Research Council for Health, Working Life and Welfare, 2015–00758
Note

Published online: 14 Mar 2019

Available from: 2019-05-17 Created: 2019-05-17 Last updated: 2019-07-25Bibliographically approved
Siverbo, S. (2019). Kan medarbetare styras med beröm?: Teori, litteraturgenomgång och forskningsförslag. Trollhättan: Högskolan Väst
Open this publication in new window or tab >>Kan medarbetare styras med beröm?: Teori, litteraturgenomgång och forskningsförslag
2019 (Swedish)Report (Other academic)
Alternative title[en]
Can employees be controlled by praise?
Abstract [sv]

Den här rapporten handlar om i vilken utsträckning det går att styra medarbetare med hjälp av beröm. Mer precist handlar rapporten om de möjligheter, risker, fördelar och nackdelar som är förknippade med att berömma medarbetare för att de ska bli vägledda och motiverade att uppnå sina organisationers mål. Syftet med rapporten är att utveckla en struktur för att beskriva olika berömpraktiker, att utveckla teori om beröm som styrinstrument och att sammanställa befintliga empiriska studier om beröm på arbetsplatser. Syftet är också att identifiera kunskaps-luckor avseende beröm som styrinstrument och ge förslag på fortsatt forskning.

Av rapporten framgår att beröm kan ges för olika slags prestationer, utifrån olika kriterier och för individuella eller kollektiva prestationer. Det framgår också att beröm kan vara mer eller mindre framträdande på arbetsplatser. Hur framträdande beröm är beror på förutsägbarhet, styrka, frekvens, vem som delar ut berömmet, om det delas ut offentligt eller enskilt, om det baseras på objektiva eller subjektiva bedömning och (kanske) om det är skriftligt eller muntligt.

Teoriutvecklingen baseras i huvudsak på självbestämmandeteori men även agent-principalteori, förväntansteori, stewardshipteori, socialkognitiv teori och det uppmärksamhetsbaserade synsättet. Resultatet av teoretiseringen är att beröm har potential att motivera och vägleda men att effekten beror på hur beröm ges och i vilken kontext det ges. Den genomförda litteraturgenomgången bekräftar i flera avseenden teoretiseringen men det dominerande intrycket är att det behövs mer empiriska studier, särskilt av sambanden mellan beröm och autonom motivation och mellan beröm och vägledning men även av kollektivt beröm och beröm i komplex verksamhet. Konkreta förslag till forskningsuppgifter ges avslutningsvis i rapporten.

Abstract [en]

This report deals with if it is possible to control employees by praise. More precisely, the report deals with possibilities, risks, advantages and disadvantages related to praising employees for the purpose of directing and motivating them to fulfil organizational objectives. The aim of the report is to develop a structure for describing different praise practices, to generate theory about praise as a control instrument, and to compile current empirical research on workplace praise.

In addition, the aim is to identify knowledge gaps concerning praise as a control instrument and suggest further research. The report shows that praise may be based on different types of performances, on different criteria and on individual or collective performance. It is also shown that praise may be more or less salient on workplaces. The salience of praise depends on predictability, strength, frequency, who the praiser is, if it is given in public or in private, if it is based on subjective or objective judgement and (maybe) if it given orally or in writing. The theory generation is mainly based on self-determination theory but also on agency theory, expectancy theory, stewardship theory, social-cognitive theory and the attentionbased view.

Theoretically it is argued that praise has potential to motivate and direct employees and that the effects depend on how praise is given and on context.The literature review confirms the tentative theory in several regards but the dominating impression is that there is need of more empirical studies, especially on the connection between praise and autonomous motivation and between praise and direction but also on collective praise and praise in contexts of high work complexity. The report ends with tangible suggestions for future research.

Place, publisher, year, edition, pages
Trollhättan: Högskolan Väst, 2019. p. 73
Series
Reports University West, ISSN 2002-6188, E-ISSN 2002-6196 ; 2019:3
Keywords
Praise, control instrument, controlled motivation, autonomous motivation, direction, Beröm, styrinstrument, kontrollerad motivation, autonom motivation, vägledning
National Category
Work Sciences
Research subject
SOCIAL SCIENCE, Business administration
Identifiers
urn:nbn:se:hv:diva-14395 (URN)978-91-88847-39-3 (ISBN)
Available from: 2019-09-09 Created: 2019-09-09 Last updated: 2019-09-09
Siverbo, S., Cäker, M. & Åkesson, J. (2018). Conceptualizing dysfunctional consequences of performance measurement in public sector organizations. In: : . Paper presented at 10TH INTERNATIONAL EIASM PUBLIC SECTOR CONFERENCE, Lund, Sweden, 4-6 september, 2018.
Open this publication in new window or tab >>Conceptualizing dysfunctional consequences of performance measurement in public sector organizations
2018 (English)Conference paper, Oral presentation only (Other academic)
National Category
Public Administration Studies
Research subject
SOCIAL SCIENCE, Public administration
Identifiers
urn:nbn:se:hv:diva-12940 (URN)
Conference
10TH INTERNATIONAL EIASM PUBLIC SECTOR CONFERENCE, Lund, Sweden, 4-6 september, 2018
Funder
Forte, Swedish Research Council for Health, Working Life and Welfare, 2015-00758
Available from: 2018-09-26 Created: 2018-09-26 Last updated: 2018-09-26Bibliographically approved
Cäker, M. & Siverbo, S. (2018). Effects of performance measurement system inconsistency on managers' role clarity and well-being. Scandinavian Journal of Management, 34(3), 256-266
Open this publication in new window or tab >>Effects of performance measurement system inconsistency on managers' role clarity and well-being
2018 (English)In: Scandinavian Journal of Management, ISSN 0956-5221, E-ISSN 1873-3387, Vol. 34, no 3, p. 256-266Article in journal (Refereed) Published
Abstract [en]

In this paper we explore the impact of PMS inconsistency on managerial role clarity and well-being. In addition,we investigate if problems with PMS inconsistency can be dealt with by convincing superiors to loosen their control reactions to variances, giving managers job autonomy and providing managers with support from superiors, peers and staff functions. Based on survey responses from 799 managers in one public sector organizationand 187 managers in one private sector organization we conclude that PMS inconsistency has negative effects on managers' role clarity and well-being. This situation does not improve if superiors practice loose control; on the contrary, it seems to make managers' work situation worse. Job autonomy and support appear to be better coping methods since they have direct positive impacts on managers' role clarity and well-being that counteracts the negative effects of PMS inconsistency.

Keywords
Performance measurement systems (PMS), PMS inconsistency, loose control, managerial support, job autonomy, role clarity, well-being
National Category
Public Administration Studies
Research subject
SOCIAL SCIENCE, Public administration
Identifiers
urn:nbn:se:hv:diva-12941 (URN)10.1016/j.scaman.2018.06.005 (DOI)000443668000004 ()2-s2.0-85049626717 (Scopus ID)
Funder
Forte, Swedish Research Council for Health, Working Life and Welfare, 2015-00758
Available from: 2018-09-26 Created: 2018-09-26 Last updated: 2019-05-28Bibliographically approved
Siverbo, S., Andersson, M., Galan, N., Hellman, S., Jansson, E., Lindh, K., . . . Svensson, A. (2018). #metoo-management. Trollhättan: Högskolan Väst
Open this publication in new window or tab >>#metoo-management
Show others...
2018 (Swedish)Book (Other academic)
Abstract [sv]

För ett drygt år sedan inleddes #metoo-rörelsen, vilken påminner oss om att det finns brister i samhället även om allt ser bra ut på ytan. Mycket talar för att #metoo inte är en övergående fluga. Det handlar inte om en samordnad aktion med ett tydligt mål och det finns heller ingen ledare för rörelsen. #metoo är en självorganiserad rörelse, ett sätt att synliggöra det som under snart sagt hela mänsklighetens historia har förtigits, förnekats och bagatelliserats trots att alla har vetat. Den här rapporten belyser #metoo-rörelsens inverkan på organisationer ur ett managementperspektiv. Vi är intresserade av fenomenet #metoo-management, vilket vi definierar som organisationers arbete med att förebygga och hantera sexuella trakasserier som en följd av #metoo-rörelsen. Det första syftet med rapporten är att ta reda på om #metoo-management förekommer. Det andra syftet är att utforska hur organisationer arbetar med #metoo-management. Det tredje syftet är att förklara varför organisationer väljer att arbeta med #metoo- management på olika sätt. Baserat på intervjuer med företrädare för tio organisationer – i flera fall väldigt olika – har vi konstaterat att #metoo-rörelsen har gett upphov till #metoo- management. Mer precist handlar #metoo-management om flera olika åtgärder och aktiviteter. Organisationer har återupprepat och preciserat sina programförklaringar mot sexuella trakasserier. Programmen har fått förnyad spridning på arbetsplatserna och ytterligare åtgärder för programefterlevnad har vidtagits. Procedurer för klagomålshantering har utvecklats, utbildningar har initierats och riskfaktorer har identifierats och reducerats. Inte minst har förekomsten av problem med sexuella trakasserier inventerats. Något överraskande kunde vi notera att det inte fanns något exempel på att programmen mot sexuella trakasserier utvärderades och att det saknades planer för att minska beroendeförhållanden mellan chefer och anställda i de organisationer där dessa var betydande. Det är viktigt att betona att det finns betydande skillnader mellan organisationer i hur intensivt arbetet med #metoo-management har bedrivits. Skillnaderna förefaller bero på flera olika faktorer. En är att incidensen av sexuella trakasserier är olika och en annan att organisationer gör olika bedömningar av hur stor skada uppdagade fall skulle göra på arbetsgivarvarumärket. Ytterligare förklaringar till intensiteten i arbetet är skillnader i hur ambitiöst arbetet har varit innan #metoo- rörelsen och att det i vissa organisationer finns större kunskaper om riskfaktorer än i andra. Slutligen förefaller organisationens storlek och synlighet spela roll genom att de är mer påpassade och därför har större anledning att undvika problem som väcker negativ uppmärksamhet

Abstract [en]

Just over a year ago the #metoo movement began, which is a reminder that there are faults in society even if everything looks fine on the surface. There are many signs that #metoo is not a passing phenomenon. This is not a coordinated action with a clear goal, nor is there any one leader of the movement. The #metoo movement is self-organized, a way to make visible what over basically all of human history has been silenced, denied and trivialized, even though everyone has known about it. This report takes a look at the #metoo movement's impact on organisations from a management perspective. We are interested in the phenomenon of "#metoo management", which we define as organisations' work to prevent and deal with sexual harassment (or assault) as a result of the #metoo movement. The primary purpose of the report is to find out if #metoo management exists. The second purpose is to investigate how organisations work with #metoo management. A third purpose is to explain why organisations choose to work with #metoo management in different ways. Based on interviews with representatives of ten organisations, in several cases quite different, we have determined that the #metoo movement has indeed given rise to #metoo management. More precisely, #metoo management refers to a number of different measures and activities. Organisations have restated and specified their policies about sexual harassment. The programs have been given renewed distribution at workplaces and additional measures for program compliance have been taken. Procedures for complaint processing have been developed, trainings have been initiated and risk factors have been identified and reduced. Not least, the occurrence of problems with sexual harassment has been quantified. Somewhat surprisingly, we noted that there was no example that the programs against sexual harassment were evaluated and that plans were lacking for reducing dependency relationships between supervisors and employees in the organisations where these were significant. It is important to emphasize that there are significant differences between organisations in how intensively the work with #metoo management has been pursued. The differences seem to depend on several different factors. One is that the incidence of sexual harassment varies, and another is that organisations make varying assessments of how much damage publicized cases would have on the employer's brand. Additional explanations for the intensity of the work are differences in how ambitious the process was prior to the #metoo movement, and that in certain organisations there is greater awareness of risk factors than in others. Finally, the organisation's size and visibility appear to play a role in that those that are more closely monitored have greater reason to avoid problems that attract negative attention.

Place, publisher, year, edition, pages
Trollhättan: Högskolan Väst, 2018
Series
Reports University West, ISSN 2002-6188, E-ISSN 2002-6196 ; 2018:6
Keywords
#metoo, #metoo management, sexual harassment, #metoo, #metoo-management, sexuella trakasserier
National Category
Business Administration
Research subject
SOCIAL SCIENCE, Business administration
Identifiers
urn:nbn:se:hv:diva-13433 (URN)978-91-88847-20-1 (ISBN)
Available from: 2019-01-21 Created: 2019-01-21 Last updated: 2019-03-18
Johansson, T. & Siverbo, S. (2018). The relationship between supplier control and competition in public sector outsourcing. Financial Accountability and Management, 34(3), 268-287
Open this publication in new window or tab >>The relationship between supplier control and competition in public sector outsourcing
2018 (English)In: Financial Accountability and Management, ISSN 0267-4424, E-ISSN 1468-0408, Vol. 34, no 3, p. 268-287Article in journal (Refereed) Published
Abstract [en]

The aim of this article is to develop theory and contribute to empirical studies about how the effectiveness of bureaucratic controls in public sector outsourcing is contingent upon supplier competition, and why and how this interaction plays out differently for hard and soft types of outsourced services. In previous inter-organizational management control (IOMC) research there is a contradiction between theory and empirical results concerning how bureaucratic control and supplier competition interacts in aligning suppliers. While IOMC theory suggests competition reduces the need for bureaucratic control, empirical studies clearly indicate the opposite. We extend previous research and theorizing by differing between the outsourcing of hard and soft types of services and by testing the joint effect of bureaucratic control and competition on supplier alignment. The empirical case for testing theory is outsourcing by competitive tendering in the public sector. We use transaction level data from 166 local government suppliers in Sweden. In accordance with our prediction, the effect of bureaucratic control in aligning suppliers decreases with supplier competition when hard types of services are outsourced. For soft types of services, our results indicate that bureaucratic control is not contingent upon supplier competition. Furthermore, we show that when supplier competition is low the effect of bureaucratic control on supplier alignment is stronger for hard than for soft types of services. These results constitute an important contribution to the central notion of the interplay between bureaucratic control and competition in the IOMC literature. © 2018 John Wiley & Sons Ltd.

National Category
Economics Business Administration
Research subject
SOCIAL SCIENCE, Economics
Identifiers
urn:nbn:se:hv:diva-12264 (URN)10.1111/faam.12153 (DOI)000437738100005 ()2-s2.0-85045283338 (Scopus ID)
Note

First published: 12 April 2018

Available from: 2018-04-30 Created: 2018-04-30 Last updated: 2019-05-28Bibliographically approved
Kastberg, G. & Siverbo, S. (2017). Lean and process-orienting health care: linking and disentangling activities. Qualitative Research in Accounting & Management/Emerald, 4(4), 390-406
Open this publication in new window or tab >>Lean and process-orienting health care: linking and disentangling activities
2017 (English)In: Qualitative Research in Accounting & Management/Emerald, ISSN 1176-6093, E-ISSN 1758-7654, Vol. 4, no 4, p. 390-406Article in journal (Refereed) Published
Abstract [en]

Purpose

One of the latest trends within public administration and healthcare organizations (HCOs) is process orientation, often in the shape of Lean management. The purpose of this study is to expand our understanding of process orientation of HCOs and the more specific aim is to investigate what measures are taken to re-frame the HCOs to include the process dimension.

Design/methodology/approach

This empirical study is based on 67 interviews and 20 meeting observations.

Findings

The main observation in this study is that introducing process-oriented management solutions is about disconnecting and cutting-off existing links. The authors see how attempts are made to cut-off links to the logic of functional specialization, the autonomy of the professional worker, equal treatment of patients and other objectives.

Originality/value

This study adds to and expands previous studies that have problematized the use of Lean-inspired ways of organizing in the public sector.

Keywords
Management, Lean, Health care, Disentanglement, Process orientation
National Category
Business Administration
Research subject
SOCIAL SCIENCE, Business administration
Identifiers
urn:nbn:se:hv:diva-11899 (URN)10.1108/QRAM-03-2017-0019 (DOI)000416583800003 ()2-s2.0-85035358245 (Scopus ID)
Available from: 2017-12-11 Created: 2017-12-11 Last updated: 2019-05-23Bibliographically approved
Esperi, I., Lorentzon, J. & Siverbo, S. (2016). Konkurrens och styrning: Privata utförare inom kommunal verksamhet. Karlstad: Karlstads universitet
Open this publication in new window or tab >>Konkurrens och styrning: Privata utförare inom kommunal verksamhet
2016 (Swedish)Report (Other academic)
Abstract [sv]

Kommuner, regioner och landsting utgör en betydande del av den svenska offentliga sektorn och tillhandahåller tjänster som är betydelsefulla för landets medborgare. Några exempel är vård av äldre och funktionshindrade, utbildning samt hälso- och sjukvård. Under senare år har den andel av verksamheten som tillhandahålls direkt av kommuner, regioner och landsting minskat. Istället har förekomsten av privata utförare ökat inom många områden. Eftersom den upphandlade verksamheten motsvarar stora belopp och omfattningen kontinuerligt ökar är det viktigt att dessa beställare ser till att de privata utförarna levererar verksamhet på överenskommet sätt och med utlovat resultat. Denna forskningsrapport syftar till att beskriva och förklara hur offentliga beställare styr privata utförare i olika styrsituationer avseende konkurrenssituationen och vilken verksamhet som upphandlas. Det empiriska materialet är insamlat genom intervjuer både med kommuner och med privata utförare.

Place, publisher, year, edition, pages
Karlstad: Karlstads universitet, 2016. p. 58
Series
Karlstad University Studies, ISSN 1403-8099 ; 25
Keywords
Upphandling, konkurrens, styrning
National Category
Business Administration
Research subject
SOCIAL SCIENCE, Business administration
Identifiers
urn:nbn:se:hv:diva-10355 (URN)
Available from: 2016-12-20 Created: 2016-12-20 Last updated: 2016-12-22Bibliographically approved
Johansson, T., Siverbo, S. & Camen, C. (2016). Managing cooperation, coordination, and legitimacy Control of contracted public services. Accounting, Auditing & Accountability Journal, 29(6), 1012-1037
Open this publication in new window or tab >>Managing cooperation, coordination, and legitimacy Control of contracted public services
2016 (English)In: Accounting, Auditing & Accountability Journal, ISSN 1368-0668, E-ISSN 1758-4205, Vol. 29, no 6, p. 1012-1037Article in journal (Refereed) Published
Abstract [en]

Purpose - The purpose of this paper is to create knowledge about what factors explain the design of control systems for contracted public services. Design/methodology/approach - Questionnaire data analyzed with structural equation models. Findings - Legitimacy-seeking is the most important driver in explaining intensity in control of contracted public services. Competition increases the intensity of control which is opposite to standard transaction cost reasoning. Coordination requirements do not affect the design of control systems for contracted public services. Research limitations/implications - The study suffers from limitations in the form of the use of perception and questionnaire data and imposes restrictions on empirical generalization. Practical implications - Supplier competition may add control costs rather than lower them. The strong focus on stakeholder alignment may induce more intensive control than necessary for supplier alignment. Originality/value - The authors add important knowledge on the determinants of control system design for contracted public sector services. The authors conceptualize and measure the control system in use in a more compelling manner than previous research.

Keywords
Outsourcing; Contracting; Privatization; Inter-organizational management control; Public sector services
National Category
Business Administration
Research subject
SOCIAL SCIENCE, Business administration
Identifiers
urn:nbn:se:hv:diva-10347 (URN)10.1108/AAAJ-08-2014-1805 (DOI)000382509600004 ()2-s2.0-84982083174 (Scopus ID)
Available from: 2016-12-19 Created: 2016-12-19 Last updated: 2017-12-11Bibliographically approved
Johansson, T. & Siverbo, S. (2016). Supplier Competition and Supplier Control In Public Sector Outsourcing: Complements, Substitutes or Neither?. In: : . Paper presented at The 9th International Conference on Accounting, Auditing and Management in Public Sector Reforms, 6-8 September, Lisboa, Portugal.. Lissabon
Open this publication in new window or tab >>Supplier Competition and Supplier Control In Public Sector Outsourcing: Complements, Substitutes or Neither?
2016 (English)Conference paper, Oral presentation only (Refereed)
Place, publisher, year, edition, pages
Lissabon: , 2016
Keywords
Redovisning, outsourcing
National Category
Business Administration
Research subject
SOCIAL SCIENCE, Business administration
Identifiers
urn:nbn:se:hv:diva-10358 (URN)
Conference
The 9th International Conference on Accounting, Auditing and Management in Public Sector Reforms, 6-8 September, Lisboa, Portugal.
Funder
Swedish Competition Authority
Available from: 2016-12-20 Created: 2016-12-20 Last updated: 2017-03-15Bibliographically approved
Organisations
Identifiers
ORCID iD: ORCID iD iconorcid.org/0000-0001-8860-6944

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