Innovationsförmåga, förändringshantering och ledarskap i byråkratiska organisationer. En kvalitativ studie kring hur innovation, förändringshantering och ledarskap utspelas inom Polismyndigheten och Försvarsmakten.

Abstract

The aim of the study is to examine how innovation capacity, change management, and leadership are affected in two bureaucratic organizations, exemplified by the Swedish Police Authority and the Swedish Armed Forces. The theoretical framework is based on Max Weber's (1924/1978) ideal of bureaucracy with hierarchy, rules, and task distribution, along with more modern studies by Johan Olsen (2006) and Paul Du Gay (2005). The role of bureaucracy in relation to change management is explored through Alexander Styhre's (2007). He clarifies the definition of innovation. In the context of innovation, rules can create stability within organizations. (Olsen, 2006; Du Gay, 2005). Criticism of bureaucracy and its impact on innovation capacity is also highlighted (Styhre, 2007). Leadership is introduced through Keith Grint's (2022) research about position-based leadership and Thoroughgood & Padilla (2013) description about Toxic Triangle Model and destructive leadership. Neil Shah's (2023) academic work provides insights into bureaucratic leadership. The methodology is a qualitative study using document analysis and interviews. The documents explain the bureaucratic structure, while interviews with managers and employees highlight innovation capacity, change management, and leadership. The results show that the organizations are defined by bureaucratic structures with clear rules and processes but face challenges such as slow decision-making and elements of authoritarian leadership. The study concludes that innovation capacity, change management, and leadership are partly restricted by the bureaucratic structures within these organizations. A balance between rules and freedom is necessary to promote stability and development.