När backa inte längre var ett alternativ
Genomförandet av Arenastaden i Växjö
This thesis suggest an explanation for is how it is possible to understand that the large arena project in Växjö grew to cost sums of money that initially in the project not would have been an alternative to discuss, how goals changed and how the institutional environment changed the prerequisites of the project. As empirical part of the research, to describe and analyze the project, the municipality?s documentation of the project have been analyzed and semi-structured interviews have been made. Theoretical perspective is taken from the neo-institutionalism in sociology of organizations and change, and theories of the complexity of large projects with major symbolic value and importance. The project starts with the municipality?s investment and cost to be hold back, defined as a necessary condition in order to fulfil an ambitious drive towards new sport arenas. Eventually the necessary condition was abandoned and the arenas were built with the municipality responsible for the investment, cost and risk in the project. The suggested explanation is this: A process was needed to make the idea of new arenas institutionalized. When the fulfilment of new arenas seemed realistic within the necessary condition, all resources was aimed to carry out the project. When rapid changes in the institutional environment occurred, holding back the municipality?s costs was not realistic any more. But all work and resources aimed to fulfill the dream of new arenas created a situation when the hopes invested in the project had grown so large that backing off would have been a huge debacle and fulfil the project was the only way for the municipality to keep face.