Background: For the knowledge company the employees? competencies and knowledge are important assets. According to this, there has been a lot discussion about how to best take advantage of the employees? knowledge and create organizational learning. This organizational learning can be difficult to create due to the individuals? own goals and the fast changes in today?s society.

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.

As a result of globalization, multinational teams are being more frequently used in today´s businesses. This specific type of team can be described as heterogeneous when it comes to nationality and linguistics. The aim of this study was to explore the concept of multinational teams. This was made using culture as a main concept, and nationality, linguistics, and organizational culture in order to describe it. We intended to say something about how this type of team´s efficiency; when it comes to satisfaction and performance; was affected by national and linguistic heterogeneity within the team.

AbstractBackground: The company that this report addresses is, at time for investigation, in the midst ofa change in organizational culture, where two departments with different core competencies arebrought together into one. The purpose of this study is to review the potential problems that mayoccur in the change process when one or more subcultures come into conflict with organizationalgoals.Purpose and methodology: The reason for performing this study and the objectives are toexamine how subcultures influence and respond to organizational changes. The survey isconducted with a bottom-up approach in which participation in daily activities with thesubgroups is the foundation. The management's perspective has been omitted in consideration ofpast literature in the field where focus most often has been on their thoughts and views on theprocess of organizational change. The method used is participant observation and interviews.Results and Conclusion: Subcultures exist and they do affect an organizational change.

The purpose of the study is to analyze what conditions the specific company provides employees to enable organizational learning. To clarify the framing of the study a few quastions has been specified to narrow the issu. The questions that has been used are: what opportunities does the company creat to enable organizational learning and how does the emplyees contribute to organizational learning.In the search of knowledge to the previously questions this study becames a qualitative study with an ethnographic approach based on observations and interviews. This method gives the knowledge that makes us understand the actions that takes place in the oraganization and the shared image the oraganization provides. An understanding for the employees and the organization has been achived after compiling the empirical material from observation notes and transcripts from the interviewsIn the work whit the analysis the empirical material based on transcripts and observation notes has been the main material.

Problem Discussion: Nissan Diesel became a part of the Volvo Group in the end of March, 2007. A year has passed and the integration process is making progress but it is perceived to lack some momentum. Our sponsor would like to understand if there are any potential barriers to the integration process. (Haspeslagh, et al., 1991) and (Pablo, 1994) presents two different sets of determinants that can be used to decide the level of integration; ?difference in organizational culture? and ?strategic task? (Pablo, 1994) and ?Need for Organizational Autonomy? and ?Need for Strategic Interdependence? (Haspeslagh, et al., 1991).

The essay studies the relationship between communication and organizational culture; to determine if there are any cultural differences between the management of an organization and its employees and to examine how a difference can affect the communication of organizational policies. A case study, where the public school was examined, was used to answer the research question, and interviews were held with relevant people on different levels in the organization.The interviews were analyzed with the theoretical frame of reference as a benchmark. Cultural differences could be identified between different levels in the organization and between the two schools studied. The differences affected how and why people communicated but not how well the respondents understood each other.Keywords: Organizational culture, subculture, Organizational communication, affects, hierarchy..

Organizations today face big challenges as a result of increased exposure. A distinct and recognizable identity is required to differentiate. Consistent and coherent communication about what the organization stands for and where it is going is crucial if you want to succeed. This is a case study of how organizational members from two real estate companies that have merged into one, perceive their merged organization. The method is depth interviews with management representatives and focus group interviews with members from different levels of the company.

This essay discusses organizational culture and focus on corporate creativity and innovation. The aim is to see which organizational factors that foster creativity and innovation in organizations. The essay will provide answer on how organizational culture can encourage creativity and innovation and how organizations can promote the rise of a creative work environment. The research design of this essay is a qualitative case study with interviews at Gotland Energi AB (GEAB). The interviews provided insight in factors that can foster creativity and innovation in organizations.

Research now shows that the Individual Educational Programs (IEP) are dominated by individual- oriented actions. This despite the fact that the school`s policy documents advocate that IEP should be viewed in context of the school`s activities. Support must be seen from a holistic perspective and the student`s difficulties will be related to the whole school environment. In an attempt to understand why the individual- oriented actions are still there, I have studied how specific IEP are formulated, and how it relates to the school`s policy documents.In the study, I used discourse theory as a method. By examining the I E P in educational activity, I wanted to find the meaning with which the concept of individual, group and organizational level were filled.The results show that the IEP in comparison with the policy documents mainly differ on the definition of group and organizational level.

I have investigated how municipalities support children with ADHD. I have interviewed persons responsible in five different municipalities. The persons have had the authority to decide how the support funds are to be shared in the municipality. Mostly I was interested to know if the support was the same in all these municipalities and if the children with ADHD really got the help and support they were entitled to. I discovered that the support varied; in some the children were correctly diagnosed but in others municipalities I was not convince.

A good flow of information in organizations is one of the key aspects of how we define a well-functioning organization. The information flow could be internal as well as external between actors within as well as outside of the organization. In a logistics organization this flow of information is equally important as in any other kind of organization. In this paper we have explored information flows in logistics organizations by applying, boundary spanning and the mobile-stationary divide perspective. In boundary spanning the main goal is to erase or relocate some of the boundaries within an organization, in our case to make the flow of information internally as well as externally better.

A good flow of information in organizations is one of the key aspects of how we define a well-functioning organization. The information flow could be internal as well as external between actors within as well as outside of the organization. In a logistics organization this flow of information is equally important as in any other kind of organization. In this paper we have explored information flows in logistics organizations by applying, boundary spanning and the mobile-stationary divide perspective. In boundary spanning the main goal is to erase or relocate some of the boundaries within an organization, in our case to make the flow of information internally as well as externally better.

This paper aims to study the Armenakis´ theory of readiness, "are they ready?", which consists of five key components affecting the outcome of an organizational change. In this case study, the intention is to investigate if any component is important; alternatively if it is possible to discern a pattern between components, i.e. how they correspond to each other. During the past 30 years have a research group lead by Armenakis has studied organizational change and how resistance to change can be avoided by preparing employees in the introductory phase of change. The main object for Armenakis is the question "what determines whether the employees (change recipients) adopt and support, or reject and resist a change".

Problem. With the Swedish public sectors problem with efficiency in mind, several reforms have beeninitiated during the last decades. These reforms go, in academic contexts, under the name?New public management?. The reforms have resulted in, among other things, an increasedcompetition, privatization and goal-orientation in the public sector.