Organisationslogik i samverkan : konsten att organisera samverkan i en imaginär organisation av offentliga aktörer

Sammanfattning: The aim of the study was to understand what it means for different public organizational actors to cooperate in an imaginary organization, transcending formal organizational boundaries. A qualitative case study was conducted in an organization composed of four public organizations in the welfare sector. Data was generated with ethnographic methods and analyzed with narrative hermeneutics. The study's conclusion is that actors at different organizational levels based their understanding, decisions, and actions on different forms of organizational logic. The organizational logic differences led to misunderstandings, conflicts, and paradoxes in the organizing and put middle management at the intersection between the logic differences. The differences can however be viewed as natural elements of dynamic cooperative organizing. Imaginary organizing of cooperation between actors can thereby be viewed as an act of balancing between too much pluralism, autonomy, and conflicts on the one hand, and too much conformity and consensus on the other. Also between being too intangible, failing to create shared conceptions and being too formal, constructing new organizational borders to overcome. It is suggested that an imaginary organization of cooperation can be achieved if organized as a framework of shared conceptions, and if multiple activities and logic differences are integrated with the aid of an imaginary leadership.