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  • 1.
    Bergh, Daniel
    et al.
    University of Gothenburg, (SWE).
    Oskarsson, Emma
    Swedish Defence University, Institutionen för ledarskap och ledning, Leadership and Command & Control Division Karlstad.
    Analysis of the psychometric properties of a dice test - strategies for item difficulty and targeting improvements2022Conference paper (Other academic)
  • 2.
    Larsson, Gerry
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Leadership Division, Karlstad.
    Oskarsson, Emma
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Leadership Division, Karlstad.
    Fors Brandebo, Maria
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Leadership Division, Karlstad.
    Testutveckling med personlighetspsykologiskt fokus2021Report (Other academic)
  • 3. Löfgren Rollof, Maria
    et al.
    Österberg, Johan
    Swedish Defence University, Institutionen för ledarskap och ledning, Leadership and Command & Control Division Karlstad.
    Nilsson, Joel
    Oskarsson, Emma
    Swedish Defence University, Institutionen för ledarskap och ledning, Leadership and Command & Control Division Karlstad.
    Reservofficerares upplevelser av sin utbildning och deras vidare engagemang i Försvarsmakten: En kvalitativ intervjustudie hösten 20212022Report (Other academic)
  • 4.
    Oskarsson, Emma
    et al.
    Swedish Defence University, Institutionen för ledarskap och ledning, Leadership and Command & Control Division Karlstad.
    Lundell, Emil
    Swedish Defence University, Institutionen för ledarskap och ledning, Leadership and Command & Control Division Karlstad.
    Österberg, Johan
    Swedish Defence University, Institutionen för ledarskap och ledning, Leadership and Command & Control Division Karlstad.
    Results from a work-life balance survey: A comparative study in Denmark, Finland, Norway, and Sweden2022Report (Other academic)
  • 5.
    Oskarsson, Emma
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Leadership Division, Karlstad.
    Österberg, Johan
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Leadership Division, Karlstad.
    Nilsson, Joel
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Leadership Division, Karlstad.
    Varför påbörjar individer spcialistofficersutbildning?2021Report (Other academic)
  • 6.
    Oskarsson, Emma
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Leadership Division, Karlstad.
    Österberg, Johan
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Leadership Division, Karlstad.
    Nilsson, Joel
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Leadership Division, Karlstad.
    Work-life balance among newly employed officers: a qualitative study2021In: Health Psychology Report, ISSN 2353-4184, E-ISSN 2353-5571, Vol. 9, no 1, p. 39-48Article in journal (Refereed)
    Abstract [en]

    Background: A military career puts great demands on the individual as regards combining working life and private life. The military and the family both demand time, energy, engagement, and commitment from the individual. Finding an appropriate balance between work and non-work might be particularly complex during military training and deployments that require extended periods away from home. The aim of this study was to investigate newly employed officers’ perceptions of work-life balance and its implications for future careers.

    Participants and procedure: This article is based on 34 semi-structured interviews with newly employed officers and non-commissioned officers in the Swedish Armed Forces (SAF). The interviews were analyzed according to the six-phase approach of coding and theme development by thematic analysis.

    Results: The analysis resulted in the emergence of three main themes: coping with different loyalties, individual and organizational strategies, and concerns about the future. All officers expressed loyalty to their work and organization, but these perceptions were influenced by significant others in private life. High ambitions in combination with stressful working conditions made organizational supportive strategies important, but these differed between units. Concerns about a constantly high workload and lack of recovery were highlighted, as well as concerns about future career and family building.

    Conclusions: In order to retain qualified personnel, the SAF should provide support and create conditions that help employees to balance work and non-work. A career in the Armed Forces will inevitably entail a reduced work-life balance, and our results show that the newly employed officers are highly aware of this. To ease the pressure, the SAF could be clearer about the expectations on their new employees.

  • 7.
    Österberg, Johan
    et al.
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Leadership Division, Karlstad.
    Oskarsson, Emma
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Leadership Division, Karlstad.
    Nilsson, Joel
    Swedish Defence University, Department of Security, Strategy and Leadership (ISSL), Leadership Division, Karlstad.
    Perceptions of Officer Training Among Newly Employed Officers and Specialist Officers in the Swedish Armed Forces: A Qualitative Study2021In: Scandinavian Journal of Military Studies, E-ISSN 2596-3856, Vol. 4, no 1, p. 50-61Article in journal (Refereed)
    Abstract [en]

    Professional officer training in Sweden has gone through some major changes in the last 30 years. The current officer system is a two-category system, where officers complete the three-year academic Officers’ Programme, and specialist officers complete 18 months of vocational training at the Swedish Armed Forces’ training schools. The aim of this study was to investigate newly graduated officers’ and specialist officers’ perceptions of their officer training. Results showed that their perceptions could be covered by three overriding themes: identification, vertical versus horizontal career paths and the perceived relevance of the officer training. Furthermore, the respondents’ officer identification seemed to have developed before officer training, and the individual motivators concerned deliberate choices of becoming either an officer or a specialist officer. Coaching was crucial to both officers and specialist officers. However, the officers stated that coaching came at an early stage of their basic military training, whereas specialist officers were coached at a later stage in their career. The implications for the Swedish Armed Forces is that identification and career path are issues that need to be addressed early in a soldier’s military career, and that officer training needs to be more focussed on defining career paths, especially for specialist officers.   

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