Abstract
Starting from the topic; “The battle of good governance in the Armed Forces”, the following ques-tion to be answered by the thesis has been developed:
How can a governance practice in the Armed Forces based on the Military Command leadership concept be understood within the framework of the Armed Forces’ ‘Governance Guidelines’?
The thesis originates from experiences that the desired ‘good governance’ often is rejected in fa-vour of a governance practice based exclusively on the Military Command leadership concept. Military Command is evolutionary developed and has its own distinct meaning closely connected to employment of military units.
The thesis uses a Social Constructionism approach and within this frame Laclau and Mouffe's Discourse Theory as theoretical fulcrum.
Three analyses are carried out: 1. The Governance Guidelines; 2. Military Command and 3. How Military Command can be seen within the Governance Guidelines.
The thesis concludes that the Governance Guidelines contains two perspectives: Risk Management and Business Management. These perspectives are each other’s opposites. Military Command must be understood as a thorough version of Risk Management and holds a distinct conflict poten-tial in relation to Business Management. A battle between these perspectives is inevitable, and it will be a battle of survival.