Using the models from van Maanen and Schein (1977) and Dutton et al. (1994), we have been able to investigate the socialization process and organizational identification both from the organizational as well as the individual?s perspective. The link between these two perspectives establishes a better insight into the company?s actual socialization intentions and the individual?s identification with the firm.

I denna studie kommer jag att jämföra kollektivanställda och tjänstemän på en större processindustri i Värmland. Syftet med att jämföra de olika grupperna är att se om det skiljer sig mellan handlingar som kan tolkas som organizational misbehaviour.Denna studie är utav en kvantitativ karaktär där graden av organizational misbehaviour har undersökts mellan de två yrkesgrupperna med hjälp av enkät. Urvalet omfattar totalt 300 stycken anställda, respondenterna var jämnt fördelade mellan de olika yrkesgrupperna för att göra en så rättvis undersökning som möjligt.Jag har valt att mäta Organizational misbehaviour i följande variabler (1) om de anställda använder Internet till privata syften (2) ringer privata samtal på arbetsgivarens telefon (3) gör privata ärenden på betald arbetstid (4) om det förekommer skämt om sina kollegor och chefer (5) stöld på arbetsplatsen.Jag har kommit fram till att det finns en skillnad mellan de olika yrkesgrupperna. Denna skillnad beror främst på vilka möjligheter de anställda har genom sin anställning. Det har visat sig att om de anställda har tillgång till Internet och en fast telefon som betalas av bruket så ökar frekvensen bland de anställda att begå handlingar som kan kopplas till organizational misbehaviour bland de anställda.

This paper examines and analyzes effects of the introduction of a new management control system tool within a Swedish public health organization, the Södra Älvsborg hospital, and its possible effect on organizational change. The new management control system tool, known as the SÄS-model, has been widely criticized for being too costly and with too small positive effects to be shown. Our approach has with that as a background been to examine whether the implementation of the SÄS-model and its balanced scorecard has been able to result in effects regarding organizational change. We have through a case study aimed to analyze how a management control system, much alike one that is typically used within foremost private organizations, can promote organizational change. Our results suggest that the implementation of the SÄS-model and the balanced scorecard has given the organization clearer visions and goals.

The purpose of this study is to identify the points-of-difference that should form the basis for Bryggarsalen?s future marketing efforts. Bryggarsalen is a newly established conference business in Stockholm. To be able to identify these points-of-difference, Bryggarsalen?s marketing problems have been studied from the resource-based view, claiming that the source of sustained competitive advantage derive from a firm?s unique bundle of resources.

The purpose of this study was to examine the relation between self-determination theory and its three basic needs: competence, autonomy and relatedness, and commitment to change in an organizational change. Another purpose was to examine if the quality of the communication and the effects on the organization and way to work can predict commitment to change. Considering that organizational changes is very common today there is an interest to ease and improve the change process. The survey contained the scales Commitment to change scale and Basic need satisfaction at work scale and the participants were 39 office-workers who recently had gone through an organizational change. The result indicated that it?s possible to predict commitment to change from self-determination theory, communication and effects on organization and way to work.

Can we harm future people? According to our commonly used contractarian theories, it seems we cannot. This is because our actions of today not only influence what they are supposed to influence, but also who mates with whom and when, and thus which particular persons will ever live in the future. Had we not performed a particular action, the future people born as a result of that same action, would not have been born. It therefore seems they cannot reasonably reject our actions.

The purpose of this paper was to understand internal communication?s critical tradition by studying the interface of the subjective experience and the objective behavior within a management team. During almost two years this group was observed, several semi-structured interviews were conducted and a specific incident was analyzed. The interview texts where analyzed, using the Meaning Constitution Analysis developed by Roger Sages (2010) at Lund University. The observations were summarized in sociograms showing relationships in the organization.

Is it possible to conduct a joint organizational change despite different circumstances and different starting points, and still talk about the same organizational change? Can all the work that leads to more efficient operations fall into the same category? How can such concept gain legitimacy? The result shows that by talking about a concept, in this case, Lean, as something that leads to a better and more efficient organization, without for that matter have to set a defined content of the concept you still can present the process as one concept. Tough the concept will be practically blank. But there is still a rhetorical value in the concept of Lean. The organization institutionalizes the concept and obtains in this way legitimacy from its surroundings.

The idea of bringing mindfulness into organizations has become increasingly popular. While previous research has shown positive effects of mindfulness practice in individuals, consequences of introducing mindfulness in organizations remain largely unexplored. This thesis examines those consequences through a qualitative study. We conducted semi-structured interviews with members of two case companies. Based on the effects which mindfulness has been shown to have on individuals, our analysis was especially focused on the areas of efficiency, effectiveness and organizational culture.

Agile as an idea was created in 2001 through the Agile Manifesto with focus on social relationships, communication and flexibility. This was a reaction to the traditional, hierarchical organization with the goal of restoring balance within organizations in the IT business. Today we can see a transit of Agile from the IT-industry to other industries and areas, such as HRM.There is a challenge in attempting to traditionally control a social idea such as Agile, and there is a lack of empirical studies of the organizational context and its effect on the interpretation of Agile in practice. This study is an attempt to connect Agile to the science of business administration.The purpose with this study is therefore to research the organizational contexts effects on the interpretation of Agile in practice, within IT and HRM. Where Agile is established or well known.To fulfill our purpose we chose social constructivism as our scientifically approach, and conducted 12 in-depth interviews.

Title:Social media as a tool for organizational learningAuthor:David Chaaya & Filip FischerSupervisor:Stig Sörling & Tomas KällqvistBackground:People have always used different ways of communicating. Communication hasa vital role in organizations for control when management and employees are communicatingand interacting with each other to spread individual learning. Thru this contact, individuallearning can develop into organizational learning, which will benefit the whole organization.The most modern tool of communication is social media such as Facebook, Twitter andYoutube. The potential of these social media is disputed in society, but more and moreorganizations are using these kinds of media for communication.Aim:The purpose of this study is to illustrate how social media is used to control withinorganizations and also to create understanding how significant social media are fororganizational learning.Method:The method of this study originates from the ?aktörssynsätt? and is influenced byhermeneutics.

The purpose with this study is to identify an organizational culture at Posten Örebro based on Edgar H. Schein´s theory about the three levels of culture. These three levels consist of artifacts, espoused beliefs and values and basic underlying assumptions. Artifacts represent the visible and tangible of an organization and this level is the easiest level to identify. Espoused beliefs and values include common thoughts and ideals within the organization and are an aware, but not necessarily material, cultural level.

The purpose of this paper was to understand internal communication?s critical tradition by studying the interface of the subjective experience and the objective behavior within a management team. During almost two years this group was observed, several semi-structured interviews were conducted and a specific incident was analyzed. The interview texts where analyzed, using the Meaning Constitution Analysis developed by Roger Sages (2010) at Lund University. The observations were summarized in sociograms showing relationships in the organization.

The Swedish government corporation Försäkringskassan is currently undergoing large organizational changes. Modifications are made regarding the national insurance system and work procedures. In this study we have investigated the procedures of change with the aim of identifying which pedagogical processes in work procedures that enables organizational learning. Furthermore, the study aimed at gaining insight of how the work procedures enable organizational learning in a learning organization. We have utilized case study tradition to examine specific occurrences in their natural environment to thereby understand the matter of investigation.

Through a case study at an IT company we have attempted to ascertain how a company's organizational culture affects its designers' way of working. By examining what ?type? of designers the employees are and how this is reflected in their work, we hope to have correctly determined what their organizational culture looks like and thereby have achieved a plausible result in our study.Aside from two interviews with the company's CEO, we also performed eight observations at the company, where we tried to blend in with the employees, to better determine their way of working together.We have found that the designers' trust in their own instincts has led them to rarely act on feedback from clients ? they only pick out the proposals which have a ?mainstream? potential. We have also discovered that their design approach is something they don't feel inclined to discuss amongst themselves. As it is often ?indescribable?, they go with their intuition and unspoken design conventions..