Tom Christensen

• Christensen, Tom & Ma, Liang (2021). Comparing SARS and COVID-19: Challenges of Governance Capacity and Legitimacy. Public Organization Review. ISSN 1566-7170. doi: 10.1007/s11115-021-00510-y.
• Christensen, Tom & Lægreid, Per (2021). The Logic of Appropriateness . A Central Concept of Institutional Theory. I Christine, Beckman (Red.), Carnegie goes to California: Advancing and Celebrating the Work of James G. March.. Emerald Group Publishing Limited. ISSN 978-1-80043-979-5. s. 179–200. doi: https%3A/doi.org/10.1108/S0733-558X20210000076008.
• Christensen, Tom & Lægreid, Per (2021). REPRESENTATIVE AND RESPONSIBLE BUREAUCRACY: A LONGITUDINAL STUDY OVER 40 YEARS OF NORWEGIAN CENTRAL GOVERNMENT. I Pinheiro, Romulo & Trondal, Jarle (Red.), Organizing and Governing Governmental Institutions. Fagbokforlaget. ISSN 978-82-450-3532-2. s. 403–424.
• Cheng, Bo; Christensen, Tom; Ma, Liang & Yu, Junli (2021). Does public money drive out private? Evidence from government regulations of industrial overcapacity governance in urban China. International Review of Economics and Finance. ISSN 1059-0560. doi: 10.1016/j.iref.2021.07.012.
• Christensen, Tom & Lægreid, Per (2021). Performance management: Experiences and challenge. I W.Bartley, Hildreth (Red.), Routledge Handbook of Public Administration. Routledge. ISSN 9781498750035.
• Yihong, Liu & Christensen, Tom (2021). The long-term development of crisis management in China—Continuity, institutional punctuations and reforms. Review of Policy Research. ISSN 1541-132X. doi: 10.1111/ropr.12455.
• Liang, Ma; Christensen, Tom & Yueping, Zheng (2021). Government technological capacity and public–private partnerships regarding digital service delivery: evidence from Chinese cities. International Review of Administrative Sciences. ISSN 0020-8523. doi: 10.1177/00208523211018849.
• Klausen, Jan Erling; Askim, Jostein & Christensen, Tom (2021). Local Government Reform: Compromise Through Cross-Cutting Cleavages . Political Studies Review. ISSN 1478-9299. doi: 10.1177/1478929919887649. Fulltekst i vitenarkiv Vis sammendrag

  Public sector reforms often take place in heterogeneous reform environments. Key political, administrative, and societal actors often advocate different definitions of problems and solutions. A major leadership challenge is to choose a reform strategy that ensures the requisite level of support, even when the initial conflict structure is highly complex. Using cleavage theory, we develop assumptions about how the reform leader’s assessment of the initial conflict affects the leader’s choice between three distinct reform strategies. These assumptions are applied to a case study of a complex and contested public sector reform, Norway’s national local government reform. We show how the government’s choice of a reform strategy can be understood in light of cleavage theory, and discuss the implications of these findings for further theory development.

• Christensen, Tom (2021). The Social Policy Response to COVID-19 – The Failure to Help Vulnerable Children and Elderly People. Public Organization Review. ISSN 1566-7170. doi: 10.1007/s11115-021-00560-2.
• Christensen, Tom & Lægreid, Per (2020). The Norwegian Government Response to the COVID-19 Pandemic. I Paul, Joyce; Fabienne, Maron & Purshottama Sivanarain, Reddy (Red.), Good Public Governance in a Global Pandemic. IIAS Public Governance Series. ISSN 978-2-931003-02-2. s. 339–348. doi: doi/org/10.46996/pgs.v1e1.
• Christensen, Tom & Lægreid, Per (2020). The Demise of an Agency Director – A Puzzling Saga of Political Control and Professional Autonomy. International Journal of Public Administration. ISSN 0190-0692. doi: 10.1080/01900692.2019.1707224. Fulltekst i vitenarkiv
• Xiaolong, Tian & Christensen, Tom (2020). Myths, instrumental reality, or cultural change? Modern service-oriented government reforms in China. International Public Management Journal. ISSN 1096-7494. doi: 10.1080/10967494.2019.1710311. Fulltekst i vitenarkiv
• Khan, Tayyeb Ali & Christensen, Tom (2020). Challenges of Implementing a Performance and Reward System in Higher Education Institutions in Pakistan: Perceptions of Top Leaders in Contending Regulatory Bodies. Public Organization Review. ISSN 1566-7170. doi: 10.1007/s11115-020-00486-1. Fulltekst i vitenarkiv
• Christensen, Tom & Lægreid, Per (2020). ICT use in central government: Scope, predictors and effects on coordination quality. International Journal of Public Administration. ISSN 0190-0692. s. 1–14. doi: 10.1080/01900692.2020.1851256. Fulltekst i vitenarkiv
• Xiaolong, Tian & Christensen, Tom (2020). Ambiguous hybridity? Main features of China's service-oriented government reform. International Journal of Public Sector Management. ISSN 0951-3558. 33(4). doi: 10.1108/IJPSM-09-2019-0241. Fulltekst i vitenarkiv
• Christensen, Tom & Lægreid, Per (2020). Balancing Governance Capacity and Legitimacy: How the Norwegian Government Handled the COVID-19 Crisis as a High Performer. Public Administration Review. ISSN 0033-3352. doi: 10.1111/puar.13241. Fulltekst i vitenarkiv
• Christensen, Tom; Gavrila, S.Gabriela; Ma, Liang & Ramirez, Francisco O. (2020). Reputation management by Chinese universities: Primary profile and comparative features. Public Administration. ISSN 0033-3298. doi: 10.1111/padm.12679. Fulltekst i vitenarkiv
• Christensen, Tom & Lægreid, Per (2020). The coronavirus crisis—crisis communication, meaning-making, and reputation management. International Public Management Journal. ISSN 1096-7494. 23(5), s. 713–729. doi: 10.1080/10967494.2020.1812455. Fulltekst i vitenarkiv
• Wu, Shuai & Christensen, Tom (2020). Corruption and Accountability in China's Rural Poverty Governance: Main Features from Village and Township Cadres. International Journal of Public Administration. ISSN 0190-0692. s. 1–11. doi: 10.1080/01900692.2020.1765799. Fulltekst i vitenarkiv
• Christensen, Tom & Ma, Liang (2020). Chinese University Administrations: Chinese Characteristics or Global Influence? International Public Management Journal. ISSN 1096-7494. doi: 10.1057/s41307-020-00208-8. Fulltekst i vitenarkiv
• Liu, Siyu & Christensen, Tom (2019). All Roads Lead To Rome? The Contingency Factors Of Institutional Integration. A Comparative Case Study On Environmental Institutional Reform In Guangdong, China. International Public Management Journal. ISSN 1096-7494. s. 1–28. doi: 10.1080/10967494.2019.1663327.
• Christensen, Tom; Yamamoto, Kiyoshi & Aoyagi, Saizo (2019). Trust in Local Government: Service Satisfaction, Culture, and Demography. Administration & Society. ISSN 0095-3997. s. 1–29. doi: 10.1177/0095399719897392. Fulltekst i vitenarkiv
• Christensen, Tom & Gornitzka, Åse (2019). Reputation Management in Public Agencies: The Relevance of Time, Sector, Audience, and Tasks. Administration & Society. ISSN 0095-3997. 51(6), s. 885–914. doi: 10.1177/0095399718771387. Fulltekst i vitenarkiv
• Chen, Sicheng; Christensen, Tom & Ma, Liang (2019). Competing for father's love? The politics of central government agency termination in China. Governance. An International Journal of Policy, Administration and Institutions. ISSN 0952-1895. s. 1–17. doi: 10.1111/gove.12405. Fulltekst i vitenarkiv
• Christensen, Tom & Lægreid, Per (2019). Coordination quality in central government – the case of Norway. Public Organization Review. ISSN 1566-7170. s. 1–18. doi: 10.1007/s11115-018-00434-0. Fulltekst i vitenarkiv
• Christensen, Tom; Lægreid, Per & Rykkja, Lise H. (2019). How to Balance Individual Rights and Societal Security? The View of Civil Servants. Studies in Conflict and Terrorism. ISSN 1057-610X. doi: 10.1080/1057610X.2018.1538187. Fulltekst i vitenarkiv Vis sammendrag

  How do Norwegian government officials perceive the dilemma between liberty and security after the 2011 terrorist attacks? A survey from 2016 shows that the central government officials’ attitudes are rather similar to the general population. Both are willing to trade individual rights for more societal security. Structural, cultural, and demographic features explain variations in the civil servants’ views. Position and perceptions of crisis management capacity make a difference. Officials responsible for crisis management are more willing to prioritize security. Low conflict, high trust, and a strong identification with central government creates support for security measures. Furthermore, age and gender matter.

• Christensen, Tom & Gornitzka, Åse (2019). Reputation Management in Nordic Universities - Profile and Development over Time. I Christensen, Tom; Gornitzka, Åse & Ramirez, Francisco O. (Red.), Universities as Agencies. Reputation and Professionalization. Palgrave Macmillan. ISSN 978-3-319-92712-1. s. 43–66. doi: 10.1007/978-3-319-92713-8_2. Fulltekst i vitenarkiv
• Christensen, Tom (2019). Blind Spots: Organizational and Institutional Biases in Intra- and Inter-organizational Contexts. I Bach, Tobias & Wegrich, Kai (Red.), The Blind Spots of Public Bureaucracy and the Politics of Non‐Coordination. Palgrave Macmillan. ISSN 978-3-319-76671-3. s. 49–68. doi: 10.1007/978-3-319-76672-0_3. Fulltekst i vitenarkiv
• Christensen, Tom & Klemsdal, Lars (2019). Social Science Disciplines in Complex Development Contexts - the Professional Dimension of Reputation Management. I Christensen, Tom; Gornitzka, Åse & Ramirez, Francisco O. (Red.), Universities as Agencies. Reputation and Professionalization. Palgrave Macmillan. ISSN 978-3-319-92712-1. s. 117–154. doi: 10.1007/978-3-319-92713-8_5. Fulltekst i vitenarkiv
• Ma, Liang & Christensen, Tom (2019). Reputation Profiles of Chinese Universities - Converging with Global Trends or National Characteristics? I Christensen, Tom; Gornitzka, Åse & Ramirez, Francisco O. (Red.), Universities as Agencies. Reputation and Professionalization. Palgrave Macmillan. ISSN 978-3-319-92712-1. s. 93–116. doi: 10.1007/978-3-319-92713-8_4. Fulltekst i vitenarkiv
• Christensen, Tom; Gornitzka, Åse & Ramirez, Francisco O. (2019). Reputation Management, Social Embeddedness, and Rationalization of Universities. I Christensen, Tom; Gornitzka, Åse & Ramirez, Francisco O. (Red.), Universities as Agencies. Reputation and Professionalization. Palgrave Macmillan. ISSN 978-3-319-92712-1. s. 3–42. doi: 10.1007/978-3-319-92713-8_1. Fulltekst i vitenarkiv
• Christensen, Tom; Lægreid, Per & Rykkja, Lise H. (2019). The Co-evolution of Reputation Management, Governance Capacity, Legitimacy and Accountability in Crisis Managment. I Gephart, Robert P.; Miller, C.Chet & Helgesson, Karin Svedberg (Red.), The Routledge Companion to Risk, Crisis and Emergency Management. Routledge. ISSN 9781138208865. s. 177–191. doi: 10.4324/9781315458175-15. Fulltekst i vitenarkiv
• Christensen, Tom (2019). Organization Theory and Public Administration. I Thompson, William R. (Red.), Oxford Research Encyclopedia of Politics. Oxford University Press. ISSN 9780190228637. doi: 10.1093/acrefore/9780190228637.013.1439. Fulltekst i vitenarkiv
• Christensen, Tom & Lægreid, Per (2019). Coordination Quality:Perceptions and Drivers Among Civil Servants. I Farazmand, Ali (Red.), Global Encyclopedia of Public Administration, Public Policy, and Governance 2019. Springer. ISSN 978-3-319-20928-9. doi: https%3A/doi.org/10.1007/978-3-319-31816-5_3829-1.
• Christensen, Tom; Lægreid, Ole Martin & Lægreid, Per (2019). Administrative coordination capacity; does the wickedness of policy areas matter? Policy & Society: Journal of public, foreign and global policy. ISSN 1449-4035. s. 237–254. doi: 10.1080/14494035.2019.1584147. Fulltekst i vitenarkiv
• Tian, Xiaolong & Christensen, Tom (2019). Beyond NPM to Post-NPM? A Study of China’s Government Reforms Over the Past 40 Years . American Review of Public Administration. ISSN 0275-0740. 49(7), s. 855–865. doi: 10.1177/0275074019849122. Fulltekst i vitenarkiv
• Christensen, Tom; Yamamoto, Kiyoshi & Aoyagi, Saizo (2018). Hybridity in the Public Sector?Comparing Development Features in Municipalities in Japan and Norway. International Journal of Public Administration. ISSN 0190-0692. s. 1–14. doi: 10.1080/01900692.2018.1524410. Fulltekst i vitenarkiv
• Christensen, Tom & Ma, Liang (2018). Coordination Structures and Mechanisms for Crisis Management in China: Challenges of Complexity. Public Organization Review. ISSN 1566-7170. s. 1–18. doi: 10.1007/s11115-018-0423-9. Fulltekst i vitenarkiv
• Ma, Liang & Christensen, Tom (2018). Government Trust, Social Trust, and Citizens’ Risk Concerns: Evidence from Crisis Management in China. Public Performance and Management Review. ISSN 1530-9576. doi: 10.1080/15309576.2018.1464478. Fulltekst i vitenarkiv
• Ma, Liang & Christensen, Tom (2018). Mapping the evolution of the central government apparatus in China. International Review of Administrative Sciences. ISSN 0020-8523. doi: 10.1177/0020852317749025. Fulltekst i vitenarkiv
• Weng, Shihong & Christensen, Tom (2018). The community philanthropic foundation: A new form of independent public service provider in China? Public Policy and Administration. ISSN 0952-0767. doi: 10.1177/0952076718784642. Fulltekst i vitenarkiv
• Christensen, Tom; Lægreid, Per & Rykkja, Lise H. (2018). Organizing for Societal Security and Crisis Management: Governance Capacity and Legitimacy . I Lægreid, Per & Rykkja, Lise H. (Red.), Societal Security and Crisis Management. Governance Capacity and Legitimacy. Palgrave Macmillan. ISSN 978-3-319-92302-4. s. 1–23. doi: 10.1007/978-3-319-92303-1_1. Fulltekst i vitenarkiv Vis sammendrag

  This book studies governance capacity and governance legitimacy for societal security and crisis management. It highlights the importance of building organizational capacity by focusing on the coordination of public resources and underscores the relevance of legitimacy by emphasizing the importance of public perceptions, attitudes, and trust vis-à-vis government arrangements for crisis management. The authors explore several cases and identify relevant dimensions concerning performance, capacity and legitimacy across different countries. It is an ideal volume for audiences interested in public administration, public policy, crisis management and security studies.

• Christensen, Tom & Lægreid, Per (2018). Crisis Management Capacity in Central Government: The Perceptions of Civil Servants in Norway. I Lægreid, Per & Rykkja, Lise H. (Red.), Societal Security and Crisis Management. Governance Capacity and Legitimacy. Palgrave Macmillan. ISSN 978-3-319-92302-4. s. 225–246. doi: 10.1007/978-3-319-92303-1_12. Vis sammendrag

  This book studies governance capacity and governance legitimacy for societal security and crisis management. It highlights the importance of building organizational capacity by focusing on the coordination of public resources and underscores the relevance of legitimacy by emphasizing the importance of public perceptions, attitudes, and trust vis-à-vis government arrangements for crisis management. The authors explore several cases and identify relevant dimensions concerning performance, capacity and legitimacy across different countries. It is an ideal volume for audiences interested in public administration, public policy, crisis management and security studies.

• Christensen, Tom (2018). Komparative reformtrender og norsk politireform - strukturelle trekk og kulturelle brudd? I Sørli, Vanja Lundgren & Larsson, Paul (Red.), Politireformer: Idealer, realiteter, retorikk og praksis. Cappelen Damm Akademisk. ISSN 9788202609016. s. 57–72.
• Frølich, Nicoline; Christensen, Tom & Stensaker, Bjørn (2018). Strengthening the strategic capacity of public universities: The role of internal governance models. Public Policy and Administration. ISSN 0952-0767. 34(4), s. 475–493. doi: 10.1177/0952076718762041. Fulltekst i vitenarkiv Vis sammendrag

  Governments in Europe have emphasized the development of more autonomous public universities over the last couple of decades. Often, the aim of these reform policies has been to stimulate to a more competitive and agile higher education sector, where increased formal autonomy is perceived as a key condition to strengthen the strategic capacity of universities. These reforms have resulted in considerable shifts in the internal governance models of some universities, while others have kept their traditional governance models. In this article, instrumental and cultural perspectives derived from organizational theory are used as lenses to compare how universities with different internal governance models organize and structure their strategic development processes. Our findings suggest that internal governance models have little impact on the design and organization of strategic processes. In conclusion, it is argued that changes in internal governance arrangements alone are not enough to drive transformation in higher education institutions, and the issue of formal institutional autonomy is intimately linked to how various policy instruments at the system level are designed and coordinated.

• Christensen, Tom; Lægreid, Per & Rykkja, Lise H. (2018). Reforming the Norwegian police between structure and culture: Community police or emergency police. Public Policy and Administration. ISSN 0952-0767. 33(3), s. 241–259. doi: 10.1177/0952076717709523. Vis sammendrag

  This article examines the reform of the police in Norway between 2012 to 2015 drawing upon central public reports and official documents leading up to the reform. These include the report from the official Inquiry Commission into the police response to the terrorist attacks in Oslo and at Utøya in July 2011, a report issued by a Public commission in 2013 – established to analyze challenges within the police – and the resulting government proposal and parliamentary discussion that culminated in a decision to create a new police structure in 2015. While governance capacity and the need for a stronger emergency police were a main concern throughout the process, the importance of governance legitimacy and of maintaining a community police force became more important towards the end. The organizational thinking behind the reform is explained in terms of a structural and an institutional perspective. The analysis shows that both cultural and structural change was seen as prominent instruments for improving the police force, but they were emphasized differently at different points during the process. The analysis demonstrates that political context, agenda settings, attention shifting and situational factors as well as path dependency were important drivers of the reform.

• Christensen, Tom & Lodge, Martin (2018). Reputation Management in Social Security: A Comparative Analysis. American Review of Public Administration. ISSN 0275-0740. 48(2), s. 119–132. doi: 10.1177/0275074016670030.
• Christensen, Tom & Fan, Yongmao (2018). Post-New Public Management: a new administrative paradigm for China? International Review of Administrative Sciences. ISSN 0020-8523. 84(2), s. 389–404. doi: 10.1177/0020852316633513.
• Ma, Liang & Christensen, Tom (2018). Same Bed, Different Dreams? Structural Factors and Leadership Characteristics of Central Government Agency Reform in China. International Public Management Journal. ISSN 1096-7494. doi: 10.1080/10967494.2018.1450311. Fulltekst i vitenarkiv
• Aberbach, Joel D. & Christensen, Tom (2017). Academic Autonomy and Freedom Under Pressure: Severely Limited, or Alive and Kicking? Public Organization Review. ISSN 1566-7170. s. 1–20. doi: 10.1007/s11115-017-0394-2. Fulltekst i vitenarkiv
• Ying, Qianwei; Fan, Yongmao; Luo, Danglun & Christensen, Tom (2017). Resources allocation in Chinese universities: hierarchy, academic excellence, or both? Oxford Review of Education. ISSN 0305-4985. 43(6), s. 659–676. doi: 10.1080/03054985.2017.1295930.
• Christensen, Tom & Gornitzka, Åse (2017). Reputation Management in Complex Environments — A Comparative Study of University Organizations. Higher Education Policy. ISSN 0952-8733. 30(1), s. 123–140. doi: 10.1057/s41307-016-0010-z.
• Samset, Knut Fredrik & Christensen, Tom (2017). Ex Ante Project Evaluation and the Complexity of Early Decision-Making. Public Organization Review. ISSN 1566-7170. 17(1). doi: 10.1007/s11115-015-0326-y. Fulltekst i vitenarkiv
• Wang, Bing & Christensen, Tom (2017). The Open Public Value Account and Comprehensive Social Development: An Assessment of China and the United States. Administration & Society. ISSN 0095-3997. 49(6), s. 852–881. doi: 10.1177/0095399715587522. Fulltekst i vitenarkiv
• Christensen, Tom & Lægreid, Per (2017). An Organization Approach to Public Administration. I Ongaro, Edoardo & van Thiel, Sandra (Red.), The Palgrave Handbook of Public Administration and Management in Europe. Palgrave Macmillan. ISSN 978-1-137-55268-6. s. 1087–1104. doi: 10.1057/978-1-137-55269-3_55.
• Christensen, Tom & Lægreid, Per (2017). An Organizational Approach to Public Administration. I Ongaro, Edoardo & van Thiel, Sandra (Red.), The Palgrave Handbook of Public Administration and Management in Europe. Palgrave Macmillan. ISSN 978-1-137-55268-6. s. 1087–1105.
• Christensen, Tom (2017). Strategisk kompetanseledelse som fenomen: mote eller ny substans? I Heier, Tormod (Red.), Kompetanseforvaltning i Forsvaret. Fagbokforlaget. ISSN 978-82-450-2117-2. s. 53–68.
• Bjurstrøm, Karl Hagen & Christensen, Tom (2017). Government Institutions and State Reforms. I Knutsen, Oddbjørn P. (Red.), The Nordic Models in Political Science : Challenged, but Still Viable?. Fagbokforlaget. ISSN 978-82-450-2175-2. s. 149–169.
• Christensen, Tom; Lægreid, Per & Rykkja, Lise H. (2017). Establishing a National Police Emergency Response Center: How Urgency Led to Delay. Risk, Hazards & Crisis in Public Policy (RHCPP). ISSN 1944-4079. doi: 10.1002/rhc3.12132.
• Christensen, Tom & Lægreid, Per (2017). An Organizational Approach to Public Administration. I Ongaro, Edoardo & van Thiel, Sandra (Red.), The Palgrave Handbook of Public Administration and Management in Europe. Palgrave Macmillan. ISSN 978-1-137-55268-6. s. 1087–1104.
• Christensen, Tom; Lægreid, Per & Rykkja, Lise H. (2016). Organizing for crisis management: building governance capacity and legitimacy. Public Administration Review. ISSN 0033-3352. 76(6), s. 887–897. doi: 10.1111/puar.12558. Vis sammendrag

  What makes a well-functioning governmental crisis management system, and how can this be studied using an organization theory–based approach? A core argument is that such a system needs both governance capacity and governance legitimacy. Organizational arrangements as well as the legitimacy of government authorities will affect crisis management performance. A central argument is that both structural features and cultural context matter, as does the nature of the crisis. Is it a transboundary crisis? How unique is it, and how much uncertainty is associated with it? The arguments are substantiated with empirical examples and supported by a literature synthesis, focusing on public administration research. A main conclusion is that there is no optimal formula for harmonizing competing interests and tensions or for overcoming uncertainty and ambiguous government structures. Flexibility and adaptation are key assets, which are constrained by the political, administrative, and situational context. Furthermore, a future research agenda is indicated.

• Christensen, Tom; Danielsen, Ole Andreas; Lægreid, Per & Rykkja, Lise H. (2016). COMPARING COORDINATION STRUCTURES FOR CRISIS MANAGEMENT IN SIX COUNTRIES. Public Administration. ISSN 0033-3298. 94(2), s. 316–332. doi: 10.1111/padm.12186. Vis sammendrag

  The article analyses organizational structures and coordination mechanisms for crisis management in six European countries, focusing on the prevalence of hierarchical and network arrangements, administrative culture and perceptions of coordination quality. The main research question concerns how important collaboration and cooperation are within the policy area. We apply a structural–instrumental and a cultural perspective, and examine data on formal organizational structures as well as survey data from administrative executives. The mapping reveals hybrid coordination arrangements with different national ‘flavours’. The survey data shows that the executives accorded significant weight to coordination, but the use of different coordination mechanisms was only loosely linked to their assessments of coordination quality. Our findings support a view of public administration as a largely composite system combining contradictory organizational principles that have evolved through institutional layering. National context and the specific challenges from different types of crises therefore influence crisis management capacity profoundly.

• Christensen, Tom & Lægreid, Per (2016). A Transformative Perspective. I Van de Walle, Steven & Groeneveld, Sandra (Red.), Theory and Practice of Public Sector Reform. Routledge. ISSN 9781138887411. s. 27–43.
• Byrkjeflot, Haldor; Christensen, Tom & Lægreid, Per (2016). Accountability in multilevel health care services: the case of Norway. I Mattei, Paola (Red.), Public Accountability and Health Care Governance. Public Management Reforms Between Austerity and Democracy. Palgrave Macmillan. ISSN 978-1-137-47298-4. s. 115–146. doi: 10.1057/978-1-137-47299-1_6.
• Christensen, Tom & Lægreid, Per (2016). Accountability relations in unsettled situations: administrative reform and crisis. I Christensen, Tom & Lægreid, Per (Red.), The Routledge Handbook to Accountability and Welfare State Reforms in Europe. Routledge. ISSN 978-1-472-47059-1. s. 165–179.
• Christensen, Tom & Lægreid, Per (2016). Introduction: accountability and welfare state reforms. I Christensen, Tom & Lægreid, Per (Red.), The Routledge Handbook to Accountability and Welfare State Reforms in Europe. Routledge. ISSN 978-1-472-47059-1. s. 1–12.
• Christensen, Tom & Lodge, Martin (2016). Accountability, transparency and societal security. I Christensen, Tom & Lægreid, Per (Red.), The Routledge Handbook to Accountability and Welfare State Reforms in Europe. Routledge. ISSN 978-1-472-47059-1. s. 165–179.
• Christensen, Tom; Larsen, Flemming & Vrangbæk, Karsten (2016). Hybrid welfare administrative systems and changing accountability relations: comparing the development of the Danish and Norwegian systems. I Christensen, Tom & Lægreid, Per (Red.), The Routledge Handbook to Accountability and Welfare State Reforms in Europe. Routledge. ISSN 978-1-472-47059-1. s. 61–74.
• Christensen, Tom; Lægreid, Per & Rykkja, Lise H. (2016). Ambiguities of Accountability and Attention – Analyzing the Failure of a Preventive Security Project. Scandinavian Journal of Public Administration. ISSN 2001-7405. 20(1), s. 21–44. Vis sammendrag

  The article examines the failed implementation of a Security Project initiated by the Norwegian government in 2004, prior to the terrorist attack in Oslo 2011. Sustaining societal safety and ensuring adequate crisis management is a typical ‘wicked problem’, stretching across government levels, policy sectors and organizational borders and creating problems for governance capacity. The authors apply an instrumental and a ‘garbage can’ approach to explain what happened in the case of the Security Project. The case analysis shows that attention and commitment to the project was lacking. Central actors did not have the necessary interest and capacity to implement the project. There were considerable accountability ambiguities due to complex organizational structures and conflicting roles. In this situation, ‘local rationality’ outplayed collective instrumental rationality. The study adds to our general understanding of the challenges of handling ‘wicked problems’ in public policy as well as to the literature on crisis management and societal security in public administration. In particular, the study shows how a governmental structure characterized by strong sectoral ‘pillars’ trumps ambiguous, shared and complex accountability measures; contributing to deepening the insights into the implications of ‘negative coordination’.

• Christensen, Tom & Lægreid, Per (2015). Reputation management in times of crisis - how the police handled the Norwegian terrorist attack in 2011. I Wæraas, Arild & Maor, Moshe (Red.), Organizational Reputation in the Public Sector. Routledge. ISSN 9780415729772.
• Christensen, Tom (2015). A new opera house: combining entrepreneurship, garbage can features and windows of opportunity. International Review of Administrative Sciences. ISSN 0020-8523. 81(4), s. 734–751. doi: 10.1177/0020852314558036.

Se alle arbeider i Cristin

• Christensen, Tom; Egeberg, Morten; Lægreid, Per & Aars, Jacob (2021). Forvaltning og politikk. Universitetsforlaget. ISBN 9788215045351. 282 s.
• Christensen, Tom; Lægreid, Per & Røvik, Kjell Arne (2021). Organisasjonsteori for offenlig sektor. Universitetsforlaget. ISBN 9788215045559. 256 s.
• Christensen, Tom; Lægreid, Per & Røvik, Kjell Arne (2020). Organization Theory and Public Sector. Routledge. ISBN 978-0-367-42890-7. 206 s.
• Christensen, Tom & Lægreid, Per (2020). Political Control or Professional Autonomy? A Case of Agency Director Resignation . Springer. ISBN 978-3-319-20928-9. 6 s.
• Christensen, Tom; Gornitzka, Åse & Ramirez, Francisco O. (2019). Universities as Agencies. Reputation and Professionalization. Palgrave Macmillan. ISBN 978-3-319-92712-1. 220 s.
• Christensen, Tom; Egeberg, Morten; Lægreid, Per & Trondal, Jarle (2018). Sentralforvaltningen. Stabilitet og endring gjennom 40 år. Universitetsforlaget. ISBN 9788215029245. 168 s.
• Christensen, Tom & Lægreid, Per (2016). The Routledge Handbook to Accountability and Welfare State Reforms in Europe. Routledge. ISBN 978-1-472-47059-1. 294 s.

Se alle arbeider i Cristin

• Christensen, Tom & Lægreid, Per (2021). ICT tools in central government: Scope, predictors and effect on coordination quality. I Farazmand, Ali (Red.), Global Encyclopedia of Public Administration, Public Policy, and Governance 2021. Springer. ISSN 978-3-319-31816-5. doi: 10.1007/978-3-319-31816-5_4270-1.
• Lægreid, Per & Christensen, Tom (2021). The changing politics of vaccines – main principles and challenges of actual allocation.
• Lægreid, Per & Christensen, Tom (2021). Crisis Management of the COVID-19 Pandemic: The Nordic Way.
• Christensen, Tom & Lægreid, Per (2020). The Norwegian Government’s response to the COVID-19 pandemic .
• Christensen, Tom & Lægreid, Per (2019). ICT use in central government. Scope, predictors and effect on coordination quality.
• Christensen, Tom & Lægreid, Per (2019). Representative Bureaucracy in Norwegian Central Government.A longitudinal study over 40 years.
• Christensen, Tom & Lægreid, Per (2018). Coordination quality in central government - the case of Norway.
• Christensen, Tom & Lægreid, Per (2018). The demise of an agency director - is it really about political control and professional autonomy?
• Christensen, Tom (2018). Christopher Pollitt - an excellent scholar and a dear colleague. Public Administration. ISSN 0033-3298. 96, s. 433–434. doi: 10.1111/padm.12526.
• Christensen, Tom & Lægreid, Per (2018). Governance coordination capacity in wicked policy areas - the case of Norway.
• Christensen, Tom; Lægreid, Per & Rykkja, Lise H. (2017). How to Balance individual rights and societal Security? The view of civil servants.
• Christensen, Tom; Lægreid, Per & Rykkja, Lise H. (2017). The co-evolution of reputation management, governance capacity, legitimacy and accountability in crisis management.
• Christensen, Tom; Lægreid, Per & Rykkja, Lise H. (2017). Bulding a National Emergency Center for the Police. Instrumentality, Garbage can and Attention Shifts.
• Christensen, Tom; Lægreid, Per & Rykkja, Lise H. (2017). How to Balance Individual Rights and Societal Security? The View of Civil Servants.
• Christensen, Tom & Lægreid, Per (2017). Crisis management capacity in central government: The perceptions of civil servants in Norway.
• Christensen, Tom; Lægreid, Per & Rykkja, Lise H. (2017). Reputation Management, Governance Capacity, Legitimacy and Accountability in Crisis.
• Christensen, Tom; Lægreid, Per & Rykkja, Lise H. (2016). Organizing for Crisis Management: Building Governance Capacity and Legitimacy.
• Christensen, Tom & Lægreid, Per (2016). Accountability in Unsettled situations: Reforms and Crises.
• Christensen, Tom & Lægreid, Per (2016). An Organizational Approach to Public Administration.
• Christensen, Tom; Lægreid, Per & Rykkja, Lise H. (2016). Organizing for Crisis Management. The Police reform in Norway - between strudture and culture.
• Christensen, Tom; Lægreid, Per & Rykkja, Lise H. (2016). Reforming the Norwegian Police Between Structure and Culture. Community or Emergency Police?
• Christensen, Tom & Lægreid, Per (2016). Organizational Innovation and Multiple Forms of Accountability in the Post-New Public Management Era. I Torfing, Jacob & Triantafillou, Peter (Red.), Enhancing Public Innovation by Transforming Public Governance. Cambridge University Press. ISSN 978-1-107-08898-6. s. 290–310.

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