Conclusions: A myriad of interpretations are possible when studying and discussing a particular Organizational culture. As culture can not be removed from its context, we illuminate the effects that the internationalization process has with regards to unifying the Organizational culture in our particular setting studied. Maintaining however, that a reflexive look at this culture shows no single interpretation as being sufficient, we try to expose its richness and ambiguities through a three perspective approach..

The purpose of this essay is to illuminate in what aspects IKEA?s Organizational culture in Ümraniye in Turkey differs alternatively resembles with IKEA?s Organizational culture in Örebro in Sweden. The aim with Organizational culture is to analyze the relationships between the leaders and co-workers and the relationships between the co-workers.The study is based on a combination of interviews and questionnaires. We have interviewed people in leading positions and made surveys among IKEA co-workers in two different stores located in two different countries. This combination of the methods gave us a better understanding for how the Organizational culture is experienced from two different perspectives.

AbstractThe purpose of this essay is to examine the Organizational culture at a specific hotel. To do this we have chosen to use interviews with both managers and employees. We have also done some minor observations and also studied written documents. The questions are as follow:? How is the Organizational culture seen by managers and employees?? In which way is the Organizational culture described in documents?? What differences and similarities are visible when comparing the opinions of employees and managers and the description in documents?It is mainly Edgar H.

AbstractThe purpose of this essay is to examine the Organizational culture at a specific hotel. To do this we have chosen to use interviews with both managers and employees. We have also done some minor observations and also studied written documents. The questions are as follow:? How is the Organizational culture seen by managers and employees?? In which way is the Organizational culture described in documents?? What differences and similarities are visible when comparing the opinions of employees and managers and the description in documents?It is mainly Edgar H.

The purpose of this study was to examine the experience of Organizational culture among salespeople at a specific workplace. The purpose was also to investigate what motivates these salespeople in their work and the impact culture has on their motivation. We have used a qualitative research method to collect the empirical material. With the help of seven interviews, including six salespeople from one of Sweden?s biggest electronic retailer and also one information interview with a sales consultant, we attempted to find the answer to how they perceive the Organizational culture and how it affects their work motivation. The following questions are used to fulfill this purpose: ? How do the salespeople experience the Organizational culture? ? What motivates the salespeople in their daily work? ? What effects does the Organizational culture have on the salespersons motivation? As analytical tools we have used are the concept of Organizational culture, Schein's description of the three components of culture and Herzberg Motivation-Hygiene theory. The results of the study indicate that the salespeople experience a positive Organizational culture and that this culture promotes fellowship and unity between colleagues, which in turn contributes to an enhanced motivation.

Mergers and Acquisitions have become more and more in common knower days among the companies. Factors that might influence could be such as power of competition or it could even be the aim of new strategies of the company. In mergers is it not only the buildings and the physical objects that is put together, also the human beings within the organization are put together. Each person contributes to the culture, which makes the situation more complicated. In making a merger successful, it is important to pay attention to the Organizational culture.

This study aims to compare two ethnographies of Organizational culture ? one from the discipline of Social Anthropology and one from the discipline of Organizational Studies ? considering their purpose, their method, and their concept of culture. Despite big similarities, or perhaps thanks to the similarities, some fundamental differences are made visible. The discipline of Organizational Studies has, compared to that of Social Anthropology, regarding the research method being used, less focus on, and less participation in, the informal social life of the Organizational culture of the study. Regarding the concept of culture the Organizational Studies consider culture containing more of unity, stability and clear boundaries, compared to Social Anthropology.

The purpose of this study was to examine the experience of Organizational culture among salespeople at a specific workplace. The purpose was also to investigate what motivates these salespeople in their work and the impact culture has on their motivation. We have used a qualitative research method to collect the empirical material. With the help of seven interviews, including six salespeople from one of Sweden?s biggest electronic retailer and also one information interview with a sales consultant, we attempted to find the answer to how they perceive the Organizational culture and how it affects their work motivation. The following questions are used to fulfill this purpose: ? How do the salespeople experience the Organizational culture? ? What motivates the salespeople in their daily work? ? What effects does the Organizational culture have on the salespersons motivation? As analytical tools we have used are the concept of Organizational culture, Schein's description of the three components of culture and Herzberg Motivation-Hygiene theory. The results of the study indicate that the salespeople experience a positive Organizational culture and that this culture promotes fellowship and unity between colleagues, which in turn contributes to an enhanced motivation.

The thesis aims at describing how culture is produced and reproduced at IF Friskis&Svettis Stockholm, a Swedish non-profit training association. The authors claim that organizational identity plays a major part in determining ways of action within the organization. Selection processes, programming and internal recruitment and sensemaking are essential issues of the cultural production and reproduction..

Organizational culture is subject of a great debate nowadays and there is especially three schools which affairs its nature of reality; modernism, symbolism and postmodernism. This thesis is built upon a case study about the organization Idé & KunskapsCentrum, which experience various cultural issues. Observations made during visits in the organization environment forms the ground on which discussions about different perspectives are made regarding Organizational culture.The thesis describes and investigates the subject of Organizational culture and its relationship to human behavior in organizations. Furthermore, I discuss and analyze Organizational culture from the three different perspectives, in order to present a critical view on the subject for the reader.The thesis is based upon a case study about the organization Idé & KunskapsCentrum. A qualitative research method has been conducted with data collected especially from an ethnographic study, but also via semi-structured interviews.

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.

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.

AbstractThe purpose for writing this essay is to study the culture of kindness in the Church of Sweden, as the church constitutes as an idealistic organization (non-profit or voluntary organization).The focal point is on how such a culture affects the employees, and if any new componentsthat can amplify the concept can be distinguished.To do this a case study-design has been employed. The primary sources are qualitativeinterviews with six employees in a congregation in the Church of Sweden, and participantobservations on two different occasions at the same congregation.Theories of organizational sociology has been applied to the material, more specific Edgar HSchein?s definition of Organizational culture and the concept of a culture of kindness (derivingfrom a report by the Swedish Work Environment Authority) as a specific part of the church?sOrganizational culture.The conclusions we can make from our study is that a culture of kindness affect employees inboth a positive and a negative way. There are many expectations that come with working inthe Church of Sweden, and these do have an effect on the work performed. There is alsoevidence pointing to the fact that leadership can counteract the fear of conflicts that otherwiseis associated with the culture of kindness.

The essay discusses the effects that changes to the office plan have on Organizational culture. Information about actual change as well as expected change in Organizational culture was gathered before the empirical research was initiated. The empirical research was carried out at the Customer Logistics department at Ericsson through: an interview with a manager in charge of the relocation and design of the office, a manager for the specified department and also five employees of this department. The empirical studies show that there was a significant change in Organizational culture and that results were not always as expected. There was a loss in symbolic actions, which needed to be compensated for, a perceived reduction in spontaneous communication, and a mixed response of perceived change in social interaction.

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..