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This thesis is about the conflict between participation and bureaucracy. This conflict is illustrated by a case study within the Swedish Armed Forces under the activity that preceded the 1996 Resolution on Defence. More closely it focuses on the decision-making process that led to the Swedish Armed Forces report that were handed over to the Government in March 1996. In this decision-making process the Supreme Commander tried different ways to create participation among all the high- ranking officers, from local up to Headquarters level, to make them participate in the process. The thesis answers the question if it is possible to create participation in a bureau­cratic organisation such as the Swedish Armed Forces, and the conclusion that I draw is that participation is hard to establish. First there is a conflict within the bureaucratic form itself, since a bureaucracy implies a diversification of assignments and responsibilities in different functions and at different levels in a hierarchy. Every level has its own task to fulfil and this states how reality is to be understood. In the Swedish Armed Forces the bureaucratic structure is reinforced by the fact that the officer is promoted to a higher rank after his or her military training. Both the bureaucratic structure and the military training will lead to a differentiation between individuals, and they will be placed in different skills and status levels within the organisation. Besides this, individuals will gather information mostly from their own level, which will further fortify the difference between the levels. Furthermore there are also individual factors connected to the bureaucratic structure that have shown to complicate participation. For example individuals choose not to participate since they experience that they lack necessary competens for the task, that they do not have time, that they have not been consulted or that they consider the task to be solved at a higher level. So even if the military decision-making model encourages and advocates partici­pation, there is a big difficulty to break the bureaucratic design. Leaders often show inability to go from a bureaucratic leadership style to a democratic one. At the same time the subordinate support their leaders when they act as a traditional leader. ; digitalisering@umu

The report examines the issue of the deployability abroad of the German Armed Forces, the Bundeswehr, at present and in terms of future-oriented defence reforms. It notes that the Bundeswehr is growing in terms of GDP spending though not yet in numbers, that there are novel ideas about how to further develop German military doctrine toward its use in international military operations within as well as alongside NATO, and that mechanisms for identifying and closing military capability gaps through procurement are coming into place. At the same time, there are a number of industry-related, legal and political constraints in place, some of which appear poised to continue exert influence over the entire sector for years to come. Absent a very conscious effort on the part of the government and the respective ministries and institutions to alter the status quo, especially in conjunction with aggravated security and defence challenges in Germany's vicinity, it appears unlikely that these modest steps will yield substantive results in the short to mid-term.

Personalförsörjning och karriärutveckling är centrala frågor för alla organisationer. I denna artikel analyseras implementeringen av ett individinriktat karriärutvecklingskoncept inom Försvarsmakten efter det att en HR-transformation nyligen genomförts. I artikeln analyseras de faktorer som påverkat implementeringsarbetet samt de målkonflikter som uppstått när utvecklingskonceptet konfronterats med den ordinarie verksamheten på operativ nivå. De intervjuer som genomförts och analyserats synliggör hur målkonflikter uppstår när ett uppifrån kommande utvecklingskoncept implementeras i en organisation med begränsade förutsättningar och incitament att operationalisera idén. I artikeln diskuteras detta bland annat i termer av kolliderande institutionella och professionella logiker. ; Personnel supply and development are central issues in all organizations. An analysis was undertaken of the implementation of an individually oriented career development concept within the Swedish armed forces, following a recent HR transformation. The article identifies and analyses factors that influenced the implementation and the conflicts that arose when the development concept was confronted with the regular operations at the operational level. Goal conflicts arose when the concept was implemented top-down in an organization that was unable to fully operationalize the idea. In the article we discuss conflicts and obstacles in terms of colliding institutional and professional logics.