CRM är informationsproducerande informationssystem som används av organisationer för att registrera samt hantera information om tidigare, nuvarande och potentiella kunder. Kunderna kan enkelt hitta information, recensioner och priser hos konkurrenter vilket har stärkt konsumenternas förhandlingsstyrka. Det blir därför allt viktigare för företag att inte bara skaffa nya kunder, utan också attrahera befintliga kunder för återkommande affärer och hålla befintliga kunder nöjda. Organisationer behöver komma till insikt att en framgångsrik CRM-strategi ofta inkluderar omfattande förändringar och kräver därför mycket engagemang och planering. Anställda från alla områden såsom marknadsföring, försäljning och kundtjänst kan också behöva utbildas för att få ett konsekvent kundfokus som värdesätter kundservice och nöjdhet. Tidigare studier har undersökt hur CRM som informationssystem påverkar anställdas roller och aktiviteter i organisationer. Denna fallstudie undersöker förändring av arbetssystem, aktörsroller och aktiviteter vid utveckling av CRM samt faktorer som leder till förändring. En kvalitativ forskningsstrategi antogs som grundläggande metod för denna fallstudie. Det studerade fallet utgörs av en nordisk företagskoncern i småhusbranschen och empirin som fallstudien bygger på har samlats in via sju semistrukturerade intervjuer. Studiens resultat utifrån empiri och analys visar på att arbetssystem, aktörsroller och aktiviteter förändras vid utveckling av CRM. Stöd från ledning, anpassade utbildningar och viss grad av tvång var några faktorer som identifierades att ha stor påverkan på arbetssystem, aktörsroller och aktiviteter vid utveckling av CRM. / CRM is an information-producing information system used by organizations to register and manage information about past, present and potential customers. Customers can easily find information, reviews, and prices from competitors, which has strengthened consumers' bargaining power. It is therefore becoming increasingly important for companies to not only generate new customers, but also attract existing customers for recurring business and keep existing customers happy. Organizations need to realize that a successful CRM-strategy often involves extensive change and therefore requires a lot of commitment and planning. Employees from all areas such as marketing, sales and customer service may also need to be trained to have a consistent customer focus that values ​​customer service and satisfaction. Previous studies have examined how CRM as an information system affects employees' roles and activities in organizations. This case study examines changes in work systems, actor roles and activities in the development of CRM as well as factors that lead to change. A qualitative research strategy was adopted as the method for this case study. The case studied consists of a Nordic corporate group in the detached house industry and the empirical data on which the case study is based has been collected via seven semi-structured interviews. The results of the study based on empirical data and analysis show that work systems, actor roles and activities change in the development of a CRM. Support from management, adapted training and a certain degree of enforcement were some factors that were identified to have a major impact on work systems, actor roles and activities in the development of CRM.

La formation continue et le roulement volontaire des ressources humaines semblent entretenir une relation confuse. Peu de recherches se sont intéressées à cette relation au niveau d’analyse de l’organisation et leurs résultats semblent ne pas présenter de conclusions probantes. La présente étude de type panel pose la question à propos de la relation entre la formation continue et le roulement volontaire des ressources humaines et vérifie l’effet modérateur d’autres pratiques de gestion des ressources humaines sur cette relation. La formulation de la problématique de cette étude a donné lieu au développement d’un cadre conceptuel puisé dans trois perspectives théoriques différentes : la théorie des organisations, la théorie du capital humain et celles des systèmes de travail à haute performance. Les tests statistiques menés pour vérifier les relations entre les variables issues de ce cadre conceptuel ont été appliqués aux données collectées par Statistique Canada, dans le cadre d’une enquête longitudinale pancanadienne, auprès d’un échantillon de plus de 4 000 entreprises appartenant à 14 secteurs d’activité économique. Les résultats dégagés par l’étude confirment que la formation continue entretient une relation positive et significative avec le roulement volontaire. Les six autres pratiques de gestion des ressources humaines introduites pour tester l’effet de modération entretiennent en majorité des relations négatives et significatives avec le roulement volontaire. Les interactions entre la formation continue et chacune des six pratiques de gestion des ressources humaines aboutissent à un seul effet significatif. La multiplication des valeurs de la rémunération alternative par celles de la formation continue agit dans le sens de la diminution du taux de roulement volontaire des ressources humaines. Malgré le fait que les cinq autres pratiques de gestion des ressources humaines entretiennent des relations significatives et négatives avec le roulement volontaire, leurs interactions avec la formation continue sont demeurées sans effets significatifs. Il ressort donc des résultats de l’étude que l’impact de la formation continue sur le taux de roulement volontaire des ressources humaines peut être contrôlé par la mise en place de la rémunération alternative. Somme toute, cette étude a affirmé l’existence d’un lien significatif et positif entre la formation continue et le roulement volontaire. Elle a aussi vérifié l’impact des effets modérateurs des pratiques de gestion des ressources humaines sur la relation ci-dessus par le biais de tests d’interaction et a expliqué la possibilité de réduire le taux de roulement volontaire en associant la formation continue à la rémunération alternative. Enfin, cette recherche a permis de faire converger trois perspectives théoriques pour dégager un nouveau cadre conceptuel, lequel a servi de base à l’opérationnalisation des variables, la programmation et la réalisation des tests statistiques à travers lesquels ont été vérifiées les relations citées ci-dessus. / The association between employee turnover and training and development seems to be ambiguous at best. Few studies have shed light on this association at the organizational or workplace level of analysis and their results do not to present clear conclusions. The study reported here raises questions about this matter and verifies the moderating effect of other human resource management practices on this relationship. This study focused on the development of a conceptual framework drawn from three different theoretical perspectives: Theory of organizations, human capital theory and high performance work systems theories. The statistical tests conducted to verify the relationship between the variables included in the research framework were applied to data collected by Statistics Canada, as part of the national longitudinal survey of a sample of more than 4000 workplaces from 14 economic sectors. The results confirm that training has a positive and significant relationship with voluntary turnover, whereas the other six human resources management practices, introduced to test their moderating effect, have mostly negative and significant effects on turnover. The interactions between ongoing training and each of the six human resource management practices lead to a single significant effect. The product term formed by multiplying the values of alternative pay by those of continuous training acts in line with the decline in the voluntary turnover rate of human resources. Despite the fact that the other five human resources management practices maintain a significant negative relationship with voluntary turnover, their interactions with continuous training remain without significant effects. Hence, the findings of the study show that the impact of continuous training on voluntary turnover rate of human resources can be controled by the implementation of alternative pay practice. In fact, the study confirms that there is a positive and a significant link between training and voluntary turnover. The study also showed the impact of the moderating effects of human resources management practices on this relation through interaction tests, and explained the possibility of reducing the voluntary turnover rate by associating continuous training to alternative pay. Finally, in this research three theoretical perspectives have been merged in order to provide a new conceptual framework, which served as the basis in making the variables operational, and in programming and conducting the statistical tests used to verify the above relationships.

Digital transformation har utvecklats till en central del inom många verksamheter i takt med ökad digitalisering i samhället. En digital transformation påverkar verksamhetsprocesserna samt deltagarna och tekniken inom IT-beroende arbetssystemet. Tidigare forskning framför hur hinder skapas inom en digital transformation. Syftet med studien är att skapa en ökad förståelse för hur IT-beroende arbetssystem påverkas av hinder, vilka effekter det resulterar i och hur framgångsfaktorer kan bidra med hanteringen av hinder. Studien använder sig av en abduktiv ansats, där teorier inom digital transformation väljs och analyseras med empiriska svar. De empiriska svaren grundar sig i djupintervjuer, vilket utgör en kvalitativ studie. Studien har identifierat att hinder ser olika ut beroende på verksamhet, däremot har hindren gemensamma grunder. Icke-kompatibla system, komplexitet och en svag förändringsbenägenhet bland personal är tre faktorer som studien bland annat identifierar. Hinder har resulterat i en förändrad arbetsprestanda, arbetsroller och framväxten av nya tankesätt. Vidare framför studien hur traditionella verksamheter har svårare att hantera hinder, i jämförelse med teknikbaserade verksamheter. Studien har bidragit med flera aspekter som förklarar hur hinder vid digital transformation hanteras inom respektive IT-beroende arbetssystem. Studien identifierar även vilken roll organisationskultur, kunskap och engagemang spelar i hanteringen av hinder. / Digital transformation has developed into a central part of many businesses in line with increased digitization in society. A digital transformation affects the business processes as well as the participants and the technology within the IT-dependent work system. Previous research shows how obstacles are created within a digital transformation. The purpose of the study is to create an increased understanding of how IT-dependent work systems are affected by obstacles, what effects this results in and how success factors can contribute to the management of obstacles. The study uses a abductive approach, where theories within digital transformation are selected and analyzed with empirical answers. The empirical responses are based on in-depth interviews, which constitute a qualitative study. The study has identified that obstacles look different depending on the business, but the obstacles have common grounds. Non-compatible systems, complexity and a weak mindset for changes among staff are three factors that the study identifies, among other things. Obstacles have resulted in a change in work performance, work roles and the emergence of new ways of thinking. Furthermore, the study shows how traditional businesses find it more difficult to deal with obstacles, compared to technology-based businesses. The study has contributed several aspects that explain how obstacles to digital transformation are handled within the respective IT-dependent work systems. The study also identifies the role that organizational culture, knowledge and commitment play in the management of obstacles.