New Public Governance et anvendeligt begreb? Et casestudie af offentlig styring imellem forsvaret og civile inden for forsvars- og sikkerhedspolitik
Oversat titel
New Public Governance an useful term? A case study of public governance in danish defence and security policy
Forfattere
Timmermann, Morten Haugaard ; Heby, Asbjørn
Semester
4. semester
Uddannelse
Udgivelsesår
2017
Afleveret
2017-08-17
Antal sider
76
Resumé
Specialet undersøger, om New Public Governance (NPG) er et anvendeligt begreb til at forstå offentlig styring i samarbejdet mellem Forsvaret og civile aktører inden for forsvars- og sikkerhedspolitik med udgangspunkt i casen InterForce. InterForce koordinerer samarbejdet mellem Forsvaret og offentlige og private virksomheder for at lette brugen af reservepersonel og Hjemmeværn ved at gøre overgangen mellem civil beskæftigelse og militær tjeneste smidigere. Metodisk gennemføres et kvalitativt casestudie, hvor forfatterne udvikler indikatorer baseret på NPG’s to hovedstrenge, den statscentrerede og den samfundscentrerede tilgang, og anvender dem i en analyse af semistrukturerede interviews med seks medlemmer af InterForce Nordjyllands Regionskomité (tre fra det civile og tre fra Forsvaret) samt et interview med InterForce’s sekretariatschef. Analysen peger på, at styringen må forstås forskelligt internt og eksternt: Interne relationer kan overvejende forklares med statscentreret governance, mens eksterne relationer bedre forklares med samfundscentreret governance. Samtidig viser casen, at alternative forklaringsfaktorer, herunder elementer fra tidligere styringsparadigmer som Public Administration, spiller en væsentlig rolle; den samfundscentrerede tilgang tenderer at udelukke disse, mens den statscentrerede bliver så bred, at den kan forklare næsten alt. Specialet afslutter med forslag til, hvordan governance-begrebet kan skærpes for at øge dets anvendelighed i praksis i komplekse samarbejder mellem militære og civile organisationer.
This thesis examines whether New Public Governance (NPG) is a useful concept for understanding public management in the collaboration between the Danish Defence and civil actors within defense and security policy, using InterForce as a case. InterForce supports cooperation between the Defence and public and private employers to facilitate the use of reservists and Home Guard personnel by easing transitions between civilian employment and military service. Methodologically, the study applies a qualitative case design, developing indicators from NPG’s two main strands—state-centered and society-centered—and using them to analyze semi-structured interviews with six members of the North Jutland InterForce regional committee (three from civilian organizations and three from the Defence) and an additional interview with the head of the InterForce secretariat. The analysis indicates that governance should be understood differently internally and externally: internal relations predominantly align with state-centered governance, while external relations are better explained by society-centered governance. However, alternative variables, including elements from earlier management paradigms such as Public Administration, account for much of the collaboration; the society-centered strand tends to exclude these, while the state-centered strand risks becoming so broad that it can explain almost anything. The thesis concludes by proposing ways to refine the governance concept to make it more applicable in practice in complex collaborations between military and civilian organizations.
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