Metod/Method: Semistrukturerade intervjuer har genomförts med kommunchefen, personalchefen, fyra medarbetare och en facklig representant i Sala kommun. Materialet från intervjuerna analyserades sedan bland annat med hjälp av två av Morgans organisationsmetaforer, Kotters 8 steg, agil projektledning och Derbys tidigare forskning inom området./ Semi-structured interviews have been conducted with the local head of government, the human resource manager, four employees and a union member in Sala kommun. The material from the interviews was then analyzed with help from Morgans organizational metaphors, Kotters 8 step, agile project management and Derbys earlier research on the area. Slutsatser/Results: En organisationsförändring enligt agil projektledning innebar att de teoretiska rekommendationerna för hur en organisationsförändring ska genomföras följdes. Att personalen gjordes delaktig i förändringen gjorde att motståndet mot organisationsförändringen kunde minimeras vilket var den största fördelen.

The technological progress of the world has had a massive effect on how we communicate with one and other, it also has had an big impact on how companies communicate with their customers and consumers. Today you cannot only communicate a ?promise to your costumers and consumers you also have to ?deliver? what it is you promise. Strategic communication is today not only to market your product but to ensure that your strategic communication is shown even in you innovation, design and product development.  This thesis is conducted in collaboration with No Picnic AB.The purpose of this study was to get an insight in how Swedish companies use their strategic communication. We aim on bringing a new point of view of strategic communication with innovation, design and product development also as a communication channel.

Organizational democracy has been a popular research area in recent decades but the implementation in real organizations is slow (Kokkinidis, 2012; Verdorfer, Weber, Unter Rainer & Seyr, 2013). Several researchers (Schön Jansson, 2012; Falkheimer, Heide & Johansson, 2013) argue that communication practitioners have a key role in democratic processes and that because their job role is under constant change there are only a few modern studies regarding the subject. The purpose of this study is to illustrate how communication practitioners in private and public organizations experience their role in the process of internal communication and to what extent they are aware of, and work with internal organizational democracy.The practitioners we interviewed had a strong feeling that they were a support function for the business and the organizational management. As a result of the study it is clear that communication practitioners are very loyal to their employers and to the organization they work for. They are, therefore, not neutral in their professional role and argue that their task is to represent the management's interests.

With a strong company culture an organisation has relationships with their clients on an organizational level rather than on an individual. This simplifies the ability to change team members in order to enforce creativity and keep clients on a long-term basis. In turn the final product/service improves, which creates long-term relationships. Additionally, relationships on a personal level due to social activities helps Solberg detect early warnings-signs of eventual dissatisfaction from the client?s point of view.

This report addresses the management innovation and how shared leadership is a form of it. The report is a compilation of what shared leadership means and how two municipal organizations works with shared leadership. The two minicipal organizations are Strängnäs and Vällingby. One municipality (Strängnäs) is meanwhile this report produced during insertion of shared leadership. The other (Vällingby) has about two years experience of working with this form of leadership.

This study examines how managers in the public sector experience and manage their digital maturity in the context of digital transformation. The study is based on qualitative interviews with twelve managers and three developers in a municipality in western Sweden and is analyzed based on a theoretical framework that combines individuals digital maturity (DIMI model) with organizational conditions. The results show that managers' digital maturity is influenced by both individual and organizational factors. At the individual level, the importance of digital competence, self-efficacy, and willingness to participate in and lead change are emphasized. At the same time, organizational conditions such as coordination, resources, technical support and clear governance are required.

Organizational democracy has been a popular research area in recent decades but the implementation in real organizations is slow (Kokkinidis, 2012; Verdorfer, Weber, Unter Rainer & Seyr, 2013). Several researchers (Schön Jansson, 2012; Falkheimer, Heide & Johansson, 2013) argue that communication practitioners have a key role in democratic processes and that because their job role is under constant change there are only a few modern studies regarding the subject. The purpose of this study is to illustrate how communication practitioners in private and public organizations experience their role in the process of internal communication and to what extent they are aware of, and work with internal organizational democracy.The practitioners we interviewed had a strong feeling that they were a support function for the business and the organizational management. As a result of the study it is clear that communication practitioners are very loyal to their employers and to the organization they work for. They are, therefore, not neutral in their professional role and argue that their task is to represent the management's interests.

ABSTRACT  Title:                                       Artifacts as transformational leaders ? A case study at SIBA. Course:                                   Bachelor Dissertation - Leadership Authors:                                 Tobias Barin and Victor Eriksson Advisor:                                 Anders Billström Keywords:                             Artifacts, transformative leadership, organizational culture and leadership Problem formulation:          Which artifacts can be transformative leadership in the electronics industry?  Purpose:                                Create an understanding of store managers and deputy store managers' perception of how artifacts can be expressed in the transformational leadership.                                                Creat an understanding of the importance of artifacts in leadership in the electronics industry. Theoretical framework:       The study?s starting point for the theoretical framework has been Schein (2004) earlier theories of organizational culture, and Bass (1985) theories of transformational leadership. The link between organizational culture and transformational leadership is the basis for the chosen theories. Methodology:                        We conducted a qualitative method with a deductive approach for intent a solution for problem. Personal interviews were conducted with two store managers and two deputy store managers at SIBA. Conclusion:                           We have found that the artifacts: role-models, stories and rituals communicate the transformative leadership. Respondents have described how these artifacts conveys organizational culture but also the transformational leadership..

This thesis examines the legal boundaries of third-party use of trademarks in the European customized clothing market. The purpose is to determine under what circumstances third parties may legally modify and sell trademarked apparel without infringing on trademark rights. The study employs a legal dogmatic method, analyzing EU trademark law, case law, and legal doctrine to clarify the scope of exclusive rights and their limitations. By analyzing key EU case law, the study further illustrates how the legal framework has been interpreted and applied in cases concerning third-party trademark use. Given the increasing demand for customized fashion and the rise of new business models in the clothing industry, this topic holds significant legal and economic relevance. Additionally, Schumpeter?s theory of creative destruction provides a theoretical perspective on how trademark restrictions impact innovation and market competition.

Organizational Ambidexterity är ett relativt nyuppkommit begrepp och få undersökningar har gjorts kring ämnet. De tidigare undersökningar som har bedrivits har främst fokuserat på hur ledarskap framkallar Organizational Ambidexterity. Tidigare undersökning har även forskat i hur dess komponenter, utforskande och bearbetande, kan samexistera i en organisation då de två komponenterna konkurrerar om samma resurser. För att vända blicken bort från ledarens roll i en organisation att inverka på Organizational Ambidexterity, har studien fokuserat på belöningssystemets inflytande på Organizational Ambidexterity med bankorganisationer som objekt. Belöningssystem förekommer i både finansiell och icke-finansiell form. Finansiella belöningar kan tillkännages som en transaktion utav finansiell ersättning vid utfört arbete.

Metod/Method: Semistrukturerade intervjuer har genomförts med kommunchefen, personalchefen, fyra medarbetare och en facklig representant i Sala kommun. Materialet från intervjuerna analyserades sedan bland annat med hjälp av två av Morgans organisationsmetaforer, Kotters 8 steg, agil projektledning och Derbys tidigare forskning inom området./ Semi-structured interviews have been conducted with the local head of government, the human resource manager, four employees and a union member in Sala kommun. The material from the interviews was then analyzed with help from Morgans organizational metaphors, Kotters 8 step, agile project management and Derbys earlier research on the area. Slutsatser/Results: En organisationsförändring enligt agil projektledning innebar att de teoretiska rekommendationerna för hur en organisationsförändring ska genomföras följdes. Att personalen gjordes delaktig i förändringen gjorde att motståndet mot organisationsförändringen kunde minimeras vilket var den största fördelen. De nackdelar som fanns med en agil projektledning vid organisationsförändringen var i princip obefintliga i jämförelse med fördelarna./ Organizational change according to agile project management made sure that the presented theoretical recommendations on how to succeed with organizational change were followed.

Detta examensarbete har två huvudsakliga mål. Det ena är att utöka funktionaliteten i mjukvaran C3Loops för att underlätta för musiker som producerar elektronisk musik som vill använda mjukvaran i liveframträdanden. Det andra är att titta närmre på hur processmodeller för mjukvaruutveckling stödjer innovation. Denna rapport ger läsaren ett tvärvetenskapligt perspektiv. Tre för ämnet relevanta teoretiska områden, innovation, software-engineering och design tas upp.

Innovation är ett väl debatterat ämne inom företagsvärlden liksom för forskningsvärlden och beskrivs oftast som motorn för ett företags tillväxt. Dess betydelse är någonting som har forskats på långt bakåt i historien. Men på senare tid, har en kombination av olika faktorer, för att inte nämna de teknologiska framsteg som gjorts de senare decennierna, haft ett stor inflytande på hur innovation idag har förändrats. De närmaste åren har innovation och dess process blivit allt kortare och den aktiva konkurrens som sker i dagens marknad har lett fram till en ny sorts innovation, så kallad Öppen innovation (Chesbrough H. , 2003a), vilken tillför till dagens innovation nya sätt för företag och organisationer, inte bara att verka inom företagets ramar, utan att även interagera med sin näromgivning för att skapa innovation.

Organizational culture is a widely discussed topic. Today job mobility in society is increasing as well as part-time employment. This study aims at investigate how organizational culture is maintained in an organization where employees work as combiners of different work occupations. The study is a case study of the department of Art at Konstfack (The University College of Arts, Crafts and Design). The organization is unique in the respect to that the majority of the employees have part-time employments within Konstfack combined with their parallel own artistic occupations.

The purpose with this essay is to study the public support givers view of the concept innovation and to study how the public support givers discuss and act around the division of public support to entrepreneurs innovations. The purpose is further to describe if the division of public support favour or not favour environmental innovations and to examine if the public support givers consider the industry for environmental innovations is profitable for the society?s economy.We have done several case studies where we have interviewed eight public support. Support givers in this essay are defined as public authorities and other organisations on local, national and/or international level that gives public support to innovations. The public support givers that take part of the essay is VINNOVA, ALMI Stockholm, Innovationsbron, Energimyndigheten, SU Holding AB, KTH Holding, Västra Götalandsregionen and MISTRA.Our theoretical starting point is Silverman and Baums theory ?Picking Winners or Building Them?.