At bygge bro - Analyse af en ny brobyggende-enhed for digitale initiativer i Aalborg Kommune
Oversat titel
Building bridges - New way of organizing digital initiatives in Aalborg Municipality
Forfattere
Bohl, Signe Damgaard ; Jensen, Amanda Christine Bach ; Martens, Vanessa Desirée ; Dudko, Barbara Walentyna
Semester
4. semester
Uddannelse
Udgivelsesår
2025
Afleveret
2025-05-28
Antal sider
95
Abstract
Digitalisering fylder stadig mere i kommunerne, men gevinsterne udebliver ofte, når udvikling af nye løsninger sker adskilt fra driften. Dette speciale undersøger, hvordan Aalborg Kommunes Team Digital Velfærd fungerer som en brobyggende enhed mellem strategi, udvikling og praksis, og hvilke spændinger der opstår i denne organiseringsform. Med et kvalitativt casestudie baseret på interviews, suppleret af et spørgeskema og analyseret gennem en tilpasset seks-faset tilgang inspireret af Braun & Clarke, viser specialet, at Team Digital Velfærd understøtter kommunens dynamiske kapabiliteter – at opdage (sense), udnytte (seize) og omstille (transform) – gennem fem roller: relationsbygger, vidensdeler, meningsfortolker, vidensomsætter og forandringsagent. Analysen peger samtidig på tre centrale spændinger: friktion mellem dynamiske arbejdsformer og kommunens bureaukratiske strukturer, ubalance mellem innovation (explore) og drift (exploit), samt et misforhold mellem ambitionen om organisatorisk læring og begrænsede it-kompetencer. Specialet skitserer afbødende tiltag for at håndtere disse spændinger og bidrager fagligt med en konceptuel model, en kobling af to teoretiske perspektiver (dynamiske kapabiliteter og boundary spanning) samt praktiske implikationer for Aalborg Kommune og andre offentlige organisationer.
Digitalization has become a central priority in Danish municipalities, yet expected benefits often fall short when development is separated from day-to-day operations. This thesis examines how Aalborg Municipality’s Team Digital Welfare acts as a boundary-spanning unit that bridges strategy, development, and practice, and explores the tensions that arise in this new way of organizing digital initiatives. Using a qualitative case study based on interviews, supported by a questionnaire and analyzed through an adapted six-phase approach inspired by Braun & Clarke, the study finds that Team Digital Welfare enables dynamic capabilities—sensing, seizing, and transforming—through five roles: relationship builder, knowledge sharer, sensemaker, knowledge transferer, and change agent. The analysis also identifies three key points of tension: friction between dynamic practices and bureaucratic structures, an imbalance between explore and exploit, and a gap between the team’s approach to organizational learning and limited IT competencies. The thesis outlines mitigating measures to address these tensions and contributes academically with a conceptual model and the integration of two theoretical perspectives (dynamic capabilities and boundary spanning), alongside practical implications for the case and other public-sector organizations.
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