Nature of work: Master Dissertation, 15 hp Course name and code: Management in Dynamic Organizations, FE 3074 Number of pages: 97 pages Title: CHANGE MANAGEMENT - A research at IKEA of Sweden (IoS)- Power & Resistance: Definition, Effect & Solutions Authors: Leonnie Tabanan Ingholt E-mail: linev04@student.vxu.se Mirza Rasidovic E-mail: mraep04@student.vxu.se Course tutor, coordinator and Examiner: Dr. H. Richard Nakamura, Växjö University, Sweden Co-Examiner: Dr. Mikael Holmgren Caicedo, Växjö University, Sweden Date: June 05, 2008 Method: This research is actualized by using the deductive approach. Our research method is quantitative and qualitative where a survey and six interviews were done to collect the empirical data as well as personal research through secondary sources. Thus, the types of data used are primary and secondary. Our data sources are documentations, archival records and interviews. Empirical data: Our empirical data was gathered in IKEA of Sweden (IoS) which is one of the companies under the IKEA conglomerate. This office is located in Älmhult Sweden. Analysis and Conclusion: Organizations of today do operate in a dynamic era where strategies should be flexible to the changing times, so with their implementers! If IoS should continue to be a part of the successful actors in this arena, good leadership qualities should be secured. Exertion of position-power should be meticulously applied with good communication of the change visions as one of the primary focus in order to abate if not eliminate possible blockages such as resistance, thus, making use of power to their advantages instead of the opposite! For other change agents, a careful consideration of the surrounding aspects of change management within their contexts should be done in order to arrive at effective strategies that are not only planned but also actualized.

Abstract This thesis, from the case-study point of view, demonstrates Hotai Motor¡¦s business reformation in its half-century history, including issues such as visions, business philosophy, values, missions, strategies and performance management. Hotai, the automobile company greeted its fiftieth anniversary in 1997, extends its business to a wide range, selling vehicles like Toyota¡BHINO¡BLexus¡Bconstruction motors and fire engines¡BMobil lubricants and vehicle maintenance services, and hiring 1,000 employees, or 10,000 if includes the upper- and down- stream businesses. After running the corporation for half a century, the management team was thinking of a new business value and reengineering for the upcoming decades. Hotai¡¦s ups and downs were bound tightly with government policies. Established in the 1940¡¦s, it has gone through the import control in 1950¡¦s, the CTOC import control policy in the late 1060¡¦s, the overall ban of Japanese vehicles in the 1970¡¦s, the Hwa-ton Motors investment in the 1980¡¦s, and finally took over Hwa-ton and transformed it to Kuozui Motors. Producing heavy vehicle at first, the company added home sedans to its product list in 1985, and has been going forward steadily ever since. This thesis will focus on how this company redefines itself to find the strength to re-start. Promoting the core value of service ¢w ¡§give more than expected¡¨, and strategies reaching multiple dimensions such as business models, products, services, recruiting, branching policy and hidden risks, ensures the strength to the business structure. Process reengineering was a popular issue and was introduces to major corporations in the 90¡¦s; unfortunately, 70% of them failed. Experts found that besides the neglect of the feasibility of business models and strategies, the major key of the failure was the deficiency of communication during reforming. In the Hotai case, communication has never stopped happening inside the whole organization, from top through bottom, from visions to strategies, which makes an excellent example for corporation reformation and change management. Keywords: Hotai Motor, Re-start, Transformation, Reengineering, Change Management.

Along the irreversible trend of globalization, the market competition is getting even more rigorous around the world. Meanwhile, the dynamic revolution of management concept has brought unprecedented challenges for small and medium enterprises. However, amid the era of pandemic internet and smart phone, when small and medium enterprises can utilize the strength of organizational team work, the potential of a greater leaping growth is nevertheless more substantial than the past. As a result, it is even more vital for the small and medium enterprises to consider how to success under the limited resources, pursuing a clear vision, establish a sound company culture, execute a comprehensive management system, to achieve the ultimate goal of maintaining the spring of stamina as countermeasure for ever changing environment. The objective of this study is to investigate the corporate development background of Y company; dissect key successful factors within Y company, while focused primarily on practical experience of incorporating visions and balanced score card as subjects for this research. This study has observed that most companies and institutions failed to successfully implement the establishment of vision and execution of strategies. Primary parameters for such futile endings are usually due to the inconsistency of strategies with regard to communication of strategy, performance assessment, and incentive remunerations. Using balanced score card, managers of small and medium enterprises can develop future direction, substantiate the vision and strategy, and achieve corporate and personal goals. Due to the scale of small and medium enterprises, usually they are relatively more conservative and practical while incorporate new policy, which is likely not to put vast amount of cash and time in vain. Small and medium enterprises can take advantage of strategic transformation via balanced score card to readjust the short term goal and long term development strategy; in order to elevate the competitiveness and commitment of a sustainable business. The approaches for such transformation are : 1. Identify and interpretation of vision and strategy; 2. Assessment, communication and integration of strategic goals and appraisals, set up key performance index; 3. Lay out policies and action plans; 4. Audit the performance, enhance strategic feedback, embrace remediation plans and continuous learning.

<p>Tillsammans med en muntlig presentation ingår den här rapporten som examination i kursen Examensarbete i ADB, 20p vid Högskolan i Skövde. Kursen är det sista momentet på det dataekonomiska programmet.</p><p>Syftet med undersökningen, som genomfördes i samarbete med företaget Arthur Andersen i Stockholm, var att utvärdera om Change Management kan användas som stöd vid införandet av informationssäkerhet i olika organisationer. Dessutom skulle undersökningen visa lämpliga mått för att kunna mäta resultatet av införandeprocessen.</p><p>Med hjälp av besöksintervjuer av personer med erfarenhet av arbete med informationssäkerhet, gjordes en kartläggning över hur införandet av informationssäkerhet går till idag. Kartläggningen låg sedan till grund för en jämförelse med metodstegen i Change Management. Resultatet av arbetet blev en utvärdering av om Change Management är lämpligt som stöd vid införandet av informationssäkerhet.</p>

<p>E-business modeling is a concept that has several components and can be designed based on different combinations of them. Furthermore, it is a concept that is vulnerable to changes as it is associated with technology, which is developing rapidly day by day. By con-ducting this research on 1) how the companies are managing changes in a competitive envi-ronment by means of adjusting their e-business models, and 2) if there are any compo-nent(s) of e-business model(s) that has more importance than the others for the competi-tiveness of the company, the thesis intends to define the change management procedures that the organizations involved in e-business are using, and to compare the components of the e-business models in order to find out if there is any component that is more important than the others for the competitiveness of the organization.</p><p>We conducted the research through a combination of qualitative and quantitative methods. A semi-structured interview method was chosen for the collection of qualitative data with the aim of acquiring in-depth information from our respondents. On the other hand, quan-titative data, which we gathered via questionnaire, provided us with the opportunity to make statistical inferences about the data.</p><p>According to our report, there are four components of e-business models; product innova-tion, customer relationship, infrastructure management, and financials. Each component has three elements. By asking the respondents to state the degree of importance of each element in each component, this thesis aims to compare the degree of importance of each component via statistical measures. Furthermore, by combining the statistical inferences with the qualitative data and theories related to the components of the e-business model, financials component is found to be more important than the other components for the competitiveness of the organization.</p><p>Additionally, this report uses several change management models and procedures from books and articles from the library and the Internet. In comparing those theories with the answers gathered from the respondents, we found out that being proactive towards the changes, applying changes without modifying the basic strategy of the organization, stress-ing on the training and involvement of the users, communication with users and stake-holders, and early commitment of the stakeholders were found to be important issues for the change management in an e-business environment. Besides, the utilization of external parties in the areas where organizations lack expertise concerning change was found to be important for a successful change in an e-business environment.</p><p>When we reviewed the research questions, we observed that the purpose has been fulfilled and the research questions have been properly answered. By considering the conclusion that has been derived, organizations could successfully design their e-business models and experience competitive advantage, and successfully manage changes that could take place in their e-business environment.</p>

<p>Introduktion</p><p>Det har pågått en diskussion om konsultverksamhet är ett yrke eller en hel industri. Många tänkare har kommit fram till att det är både och. Konsultfirmorna erbjuder idag också många olika typer av service, den här uppsatsen har sitt fokus på förändringsledningsområdet samt att beskriva managementkonsultens roll som förändringsagent. Trots att det ofta är svårt att se vilka effekter förändringar har på organisationer så är det viktigt att förändra. Förändringsledning är dock mycket svårt och därför misslyckas många förändringsprojekt.</p><p>Syfte</p><p>Syftet med denna uppsats är att beskriva managementkonsultens roll som förändringsagent samt att identifiera problem i och omkring förändringsprocessen. Vidare hoppas man kunna hitta exempel på problem och framgångsfaktorer för att förbättra förändringsledning.</p><p>Metod</p><p>Den här studien är gjord utifrån ett deduktivt synsätt. De empiriska data har sedan insamlats genom användandet av kvalitativa semistrukturerade intervjuer. Det främsta skälet till valet av en kvalitativ undersökning var att få en djupare kunskap inom undersökningsområdet samt att det ansågs vara bästa sättet för att uppnå syftet. Författarna undersökte tre olika projekt genom att intervjua en konsult och en klient inom vart och ett av projekten. På grund av uppsatsens fokus på förändringsagenter så säkerställdes att alla tre konsulterna hade denna roll när de ansvarade för ledning av förändring.</p><p>Resultat</p><p>Många faktorer påverkar implementeringen av förändringar i organisationer. I konsultens roll som förändringsagent är det viktigt att inte bli en implementerare, i slutändan är det klientens organisation som ska förändras. För att uppnå framgångsrik förändring har författarna kommit fram till några slutsatser som är vitigare än andra, bland dessa finner man, skapandet av involvering och gemensamt engagemang för förändring, hitta det verkliga problemet samt att man inte glömmer vikten av att involvera chefer och ledare.</p>

<p>Nature of work: Master Dissertation, 15 hp</p><p>Course name and code: Management in Dynamic Organizations, FE 3074</p><p>Number of pages: 97 pages</p><p>Title: CHANGE MANAGEMENT</p><p>- A research at IKEA of Sweden (IoS)-</p><p>Power & Resistance: Definition, Effect & Solutions</p><p>Authors:</p><p>Leonnie Tabanan Ingholt E-mail: linev04@student.vxu.se</p><p>Mirza Rasidovic E-mail: mraep04@student.vxu.se</p><p>Course tutor, coordinator and Examiner:</p><p>Dr. H. Richard Nakamura, Växjö University, Sweden</p><p>Co-Examiner: Dr. Mikael Holmgren Caicedo, Växjö University, Sweden</p><p>Date: June 05, 2008</p><p>Method:</p><p>This research is actualized by using the deductive approach. Our</p><p>research method is quantitative and qualitative where a survey and</p><p>six interviews were done to collect the empirical data as well as</p><p>personal research through secondary sources. Thus, the types of</p><p>data used are primary and secondary. Our data sources are</p><p>documentations, archival records and interviews.</p><p>Empirical data:</p><p>Our empirical data was gathered in IKEA of Sweden (IoS) which</p><p>is one of the companies under the IKEA conglomerate. This office</p><p>is located in Älmhult Sweden.</p><p>Analysis and Conclusion:</p><p>Organizations of today do operate in a dynamic era where</p><p>strategies should be flexible to the changing times, so with their</p><p>implementers! If IoS should continue to be a part of the successful</p><p>actors in this arena, good leadership qualities should be secured.</p><p>Exertion of position-power should be meticulously applied with</p><p>good communication of the change visions as one of the primary</p><p>focus in order to abate if not eliminate possible blockages such as</p><p>resistance, thus, making use of power to their advantages instead</p><p>of the opposite! For other change agents, a careful consideration of</p><p>the surrounding aspects of change management within their</p><p>contexts should be done in order to arrive at effective strategies</p><p>that are not only planned but also actualized.</p>

<p>Companies spend considerable amounts of money on implementation of enterprise resource planning (ERP) systems. The implementation of an ERP system is risky since it involves the core administrative processes used to give a good customer service, plan and monitor production, handle suppliers and monitor the financial effectiveness of the company. It is quite clear that a wrongly managed ERP implementation can cause lower customer satisfaction and weakening trust from the market. These are effects that companies can’t afford in most markets were competition is very strong and customer service is the key to future improved business. One very important part to minimize the risk in such projects is to focus on change management and knowledge transfer to the end users. The end users need to be equipped with the right knowledge in the new ERP system from day one, otherwise the risks grow considerable. Missing knowledge can cost missed deliveries, customer complaints, financial claims and most importantly lower compatibility on the market. This thesis builds a framework with main points to consider when building a positive learning environment and how to break the information wall so that the trainer can get through with the message.</p>

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To align firm strategy with the changing environment has always been a challenge for executives. The business literature consists of different perspectives on how to solve the problem and whether to resist change, adapt or do both at the same time. Each got their own implications, inertia could lead to rigidness, adaptability might negatively influence reliability and ambidexterity is seen as a combination of both. The core is exploiting present capabilities meanwhile exploring future opportunities. To study these notions we have conducted a cross-sectional study including four Swedish service-firms which operates in either a stable or dynamic environment. Executives were interviewed and asked to elaborate on their strategies. By doing this we were able to construct a model who suggests when to adapt, when to resist change depending on environmental stability. We also observed that capital- and knowledge-intensity has been somewhat neglected in previous research and could be studied further.