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Staffan Kling

Postgraduate Student

Staffan Kling
Postgraduate Student
+46 31 786 4688

Room number: A415
Postal Address: Box 712, 40530 Göteborg
Visiting Address: Sprängkullsgatan 17 , 41123 Göteborg

School of Public Administration (More Information)
Box 712
405 30 Göteborg
Fax: +46 31 786 4719

Visiting Address: Sprängkullsgatan 19 , 405 30 Göteborg

About Staffan Kling

Master of Economics, specialising in the economics of the public sector. Master of Business Economics, specialising in economic analysis and strategic management. Master of Education for the Upper Secondary School specialising in economic subjects. Licentiate in Public Administration specialising in organisation.

Research interest
When a member of an organisation is absent from his or her workplace and work tasks, a vacuum arises that can be handled in various ways. That the work tasks are performed has significance for the individual thanks to a reduced workload, for the organisation as it can maintain higher productivity, and for society in general which has lower costs for absence due to illness and rehabilitation. The organisation's culture effects which strategy an organisation uses to handle the vacuum. Filling vacuums created by absence is good for organisations and, most important of all, whether and how they are filled depends on something that an organisation can influence itself; its organisational culture. In other words, culture controls organisations and their operations.

Individuals interact with each other in various ways in organisations. One way is through the communication that is found in groups, which can lead to confrontation between different values, standards and ways of thinking. One problem can be to understand how this interplay of relationships functions and what affects the individual's actions in different situations. The culture in the organisation can be a significant factor in this context and must then be identifiable. One precondition for this identification, in turn, is an understanding of the import of the ambiguous term "culture" and its development. Knowing what culture is has importance, as is being able to summarise the term in a concrete and concise way.

Current research
Knowledge exists about the factors that affect organizations and their activities at the planned changes, eg reforms, but they are not sufficiently detailed and exhaustive, but more are studying in this field. Existing explanations for the effects and outcomes when changes are insufficient. For example, not all the effects and outcomes to any significant extent explained by individual action.

Additional knowledge can be generated about what behavior is and to what extent and in what way it affects the public sector. Knowledge of what behavior is, what components it consists of and how it is handled in the formulation of decision and implementation of reforms are blunted and needs to be refined.

I have been course coordinator for the economics of the public sector, term three, for the public administration programme and for financial control in public sector organisations, term seven, for the public administration programme.

I have also taught the following subjects and courses:

  • External audit and economic analysis in the field of health care service and administration.
  • Financial control and internal audit (course coordinator) for the bachelor's programme.
  • National and organisational culture for foreign exchange students within the framework of the University's Erasmus programme.
  • Supervision of students' bachelor's projects and master's theses.

Latest publications

Organisationskulturens betydelse för hantering av tomrum
Staffan Kling
Göteborg, University of Gothenburg, Licentiate thesis 2008
Licentiate thesis

Showing 1 - 1 of 1


Organisationskulturens betydelse för hantering av tomrum
Staffan Kling
Göteborg, University of Gothenburg, Licentiate thesis 2008
Licentiate thesis

Showing 1 - 1 of 1

Page Manager: Anna Andersson|Last update: 10/2/2015

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