Resumen
During the autumn of 2015, Europe experienced a sharp increase in refugee influx, and many refugees arrived in the European Øresund Region. Refugees travelled through Denmark and over the Øresund Bridge, arriving in the third largest city in Sweden, Malmö. Private, public and voluntary organizations in Malmö had to change the way they worked to meet the new entry demands. Flexible adaptations to changing circumstances can be described as resilient performance and are supported or hindered by societal and organizational drivers and barriers. Qualitative interview data from Swedish organizations managing the refugee reception in Malmö were analyzed through the theoretical lens of Resilience Engineering (RE). The analysis results showed that necessary adaptations were not supported by the managerial design of the responsible public organizations. The analysis also showed that preconditions created from societal steering hinders value responsiveness at the public management level, i.e., the public management level has barriers towards becoming familiar with the organization?s value structures. Familiarity with the system value and goal structure is essential for an efficient prioritizing of conflicting goals, which is why it is suggested that this aspect be explicitly included in RE principles.