Disputas: Tor Håkon Inderberg
Master i statsvitenskap Tor Håkon Inderberg ved Institutt for statsvitenskap og FNI vil forsvare sin avhandling for graden ph.d.: Formal structure and culture: Organizational influence on adaptive capacity to climate change in quasi-public network sectors
Tid og sted for prøveforelesning
Fredag 14. desember 2012 kl. 10:15 - 11:00, Aud. 2 Eilert Sundts hus
Tittel på prøveforelesning: Discuss the fruitfulness of combining organizational theory and theories of adaptation?
- førsteopponent: Dr. Irene Lorenzoni, University of East Anglia
- andreopponent: Professor Frans Berkhout, VU University Amsterdam
Komiteens koordinator er professor Per Kristen Mydske, ISV, Universitetet i Oslo
Leder av disputas
Professor Tore Hansen
- Professor Tom Christensen,ISV, Universitetet i Oslo
Against a backdrop of gaps in the literature drawing links between CCA in developed countries and dimensions of organization theory, the thesis makes a comparative analysis of the quasi-public network services’ capacity to adapt to climate change, using the Norwegian and the Swedish electricity grid sectors as case-studies.
Through an anthology of articles and discussion of findings the thesis analyses how significant formal structural change and changes in organizational culture combine to influence the capacity of the sectors to adapt to climate change.
The first two articles take the individual cases of Norway and Sweden separately, choosing two perspectives of organizational theory (the instrumental-organizational and the institutional-cultural) and applying it to two organizational dimensions: formal structure and organizational culture, discussing the impact of each on the sector’s adaptive capacity to climate change. Formal structure is understood as the formal rules regulations, rules, and command lines that determine who can do what, while organizational culture is understood as the individual institution or sector and the dominant norms and values within this sphere. The third article compares the two sectors, and the fourth puts the findings from the cumulative sector-level processes to the empirical test on chosen electricity grid companies as cases.
Resting on analysis of key informant interviews and official reports and policies the thesis finds that formal structure and organizational culture both yield large influence on adaptive capacity. It also identifies certain dynamics between the two organizational dimensions with theoretical implications. In particular the thesis nuances earlier findings that factors determining adaptive capacity are not substitutable, implying that these are necessary factors for adaptation. The thesis shows mutual influence between formal structure and organizational culture, and by both on adaptive capacity. This implies that positive influence to adaptive capacity from one dimension can to some extent compensate for a negative influence by the other. It also means that regulatory frameworks, when designed, should account not only for expected company behavior decided by formal incentives structure, but also for the prevailing organizational culture present in the sector. Organizational culture has implications for adaptive capacity to climate change and should be monitored.