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  • 1.
    Cäker, Mikael
    et al.
    University of Gothenburg, School of Business, Economics and Law, Göteborg, Sweden.
    Siverbo, Sven
    University West, School of Business, Economics and IT, Division of Business Administration.
    Effects of performance measurement system inconsistency on managers' role clarity and well-being2018In: Scandinavian Journal of Management, ISSN 0956-5221, E-ISSN 1873-3387, Vol. 34, no 3, p. 256-266Article in journal (Refereed)
    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.

  • 2. Cäker, Mikael
    et al.
    Siverbo, Sven
    University West, Department of Economics and IT, Division of Business Administration.
    Åkesson, Johan
    The role of performance measurement in public sector control: a system perspective2016Conference paper (Other academic)
  • 3.
    Esperi, Inger
    et al.
    Karlstads universitet, Fakulteten för humaniora och samhällsvetenskap (from 2013), Handelshögskolan..
    Lorentzon, Johan
    Karlstads universitet, Fakulteten för humaniora och samhällsvetenskap (from 2013), Handelshögskolan..
    Siverbo, Sven
    University West, Department of Economics and IT, Division of Business Administration.
    Konkurrens och styrning: Privata utförare inom kommunal verksamhet2016Report (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.

  • 4. Johansson, Tobias
    et al.
    Siverbo, Sven
    University West, Department of Economics and IT, Division of Business Administration.
    Supplier Competition and Supplier Control In Public Sector Outsourcing: Complements, Substitutes or Neither?2016Conference paper (Refereed)
  • 5.
    Johansson, Tobias
    et al.
    Örebro University Business School,Örebro University,Örebro,Sweden.
    Siverbo, Sven
    University West, School of Business, Economics and IT, Division of Business Administration.
    The relationship between supplier control and competition in public sector outsourcing2018In: Financial Accountability and Management, ISSN 0267-4424, E-ISSN 1468-0408, Vol. 34, no 3, p. 268-287Article in journal (Refereed)
    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.

  • 6.
    Johansson, Tobias
    et al.
    Univ Orebro, Sch Business, Orebro, Sweden.
    Siverbo, Sven
    University West, School of Business, Economics and IT, Division of Business Administration.
    Camen, Carolina
    Karlstad Univ, Karlstad Business Sch, Karlstad, Sweden.
    Managing cooperation, coordination, and legitimacy Control of contracted public services2016In: Accounting, Auditing & Accountability Journal, ISSN 1368-0668, E-ISSN 1758-4205, Vol. 29, no 6, p. 1012-1037Article in journal (Refereed)
    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.

  • 7.
    Kastberg, Gustaf
    et al.
    University of Gothenburg, School of Public Administration, Gothenburg, Sweden.
    Siverbo, Sven
    University West, School of Business, Economics and IT, Division of Business Administration.
    Lean and process-orienting health care: linking and disentangling activities2017In: Qualitative Research in Accounting & Management/Emerald, ISSN 1176-6093, E-ISSN 1758-7654, Vol. 4, no 4, p. 390-406Article in journal (Refereed)
    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.

  • 8.
    Kastberg, Gustaf
    et al.
    Lund University, Department of Service Management, Lund, Sweden AND School of Public Administration, University of Gothenburg, Gothenburg, Sweden.
    Siverbo, Sven
    University West, School of Business, Economics and IT, Division of Business Administration. Karlstad Business School, Karlstad University, Karlstad, Sweden.
    The role of management accounting and control in making professional organizations horizontal2016In: Accounting, Auditing & Accountability Journal, ISSN 1368-0668, E-ISSN 1758-4205, Vol. 29, no 3, p. 428-451Article in journal (Refereed)
    Abstract [en]

    Purpose – In the last decade, greater attention has been paid to the role of management accounting and control (MAC) in making professional organizations more horizontal. The authors argue that earlier research has not shown how the interrelatedness between professional identities and MAC influences attempts to make organizations more horizontal. In this paper the authors respond to the call for more research on the relationship between horizontalization and accounting and control. The purpose of this paper is to contribute to the emerging literature on the relationship between accountability arrangements and professional identities. Design/methodology/approach – Theoretically the authors have an actor-network theory (ANT) approach. Empirically, the authors followed two episodes where actors at top management levels in two Swedish health care organizations introduced horizontalization. Findings – The two episodes support the view that the role of MAC when making professional organizations more horizontal is limited. Professionals dominate what happens at the operational level and they do not act on MAC rules and performance targets in opposition of their professional identity. However, in alliance with other interessement devices MAC may have a role in creating overflows, that is, pointing out imperfections in the existing frame. The authors noticed no signs that professionals developed hybrid identities as in previous research. Originality/value – The authors apply ANT to move beyond the commonly used contingency and new institutional sociology perspectives. © 2016, © Emerald Group Publishing Limited.

  • 9.
    Siverbo, Sven
    University West, School of Business, Economics and IT, Division of Business Administration.
    Kan medarbetare styras med beröm?: Teori, litteraturgenomgång och forskningsförslag2019Report (Other academic)
    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.

  • 10.
    Siverbo, Sven
    et al.
    University West, School of Business, Economics and IT, Division of Business Administration.
    Andersson, Morgan
    University West, School of Business, Economics and IT, Division of Business Administration.
    Galan, Nataliya
    University West, School of Business, Economics and IT, Division of Business Administration.
    Hellman, Stefan
    University West, School of Business, Economics and IT, Division of Business Administration.
    Jansson, Elisabeth
    University West, School of Business, Economics and IT, Division of Business Administration.
    Lindh, Kristina
    University West, School of Business, Economics and IT, Division of Business Administration.
    Myhrman, Linnea
    University West, School of Business, Economics and IT, Division of Business Administration.
    Nehls, Eddy
    University West, School of Business, Economics and IT, Division of Business Administration.
    Staxäng Torbäck, Louise
    University West, School of Business, Economics and IT, Division of Business Administration.
    Svensson, Ann
    University West, School of Business, Economics and IT, Divison of Informatics.
    #metoo-management2018Book (Other academic)
    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.

  • 11.
    Siverbo, Sven
    et al.
    University West, School of Business, Economics and IT, Division of Business Administration.
    Cäker, Mikael
    Göteborgs universitet.
    Åkesson, Johan
    Göteborgs universitet.
    Conceptualizing dysfunctional consequences of performance measurement in public sector organizations2018Conference paper (Other academic)
  • 12.
    Siverbo, Sven
    et al.
    University West, School of Business, Economics and IT, Division of Business Administration.
    Cäker, Mikael
    Trondheim Business School, NTNU, Trondheim, Norway; University of Gothenburg, School of Business, Economics and Law, Gothenburg, Sweden.
    Åkesson, Johan
    University of Gothenburg, School of Business, Economics and Law, Gothenburg, Sweden.
    Conceptualizing dysfunctional consequences of performance measurement in the public sector2019In: Public Management Review, ISSN 1471-9037, E-ISSN 1471-9045Article in journal (Refereed)
    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.

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