<p><strong>Problem</strong> : How does Japanese company coordinate with its subsidiaries in Thai and Chinese markets?</p><p><strong>Purpose</strong> :  To describe organization structure of Japanese company as well as compare how headquarters coordinates with its subsidiaries in Thai and Chinese markets. Also, this thesis will give benefits for the academics and managers of other multinational corporations.</p><p><strong>Method</strong> :  Qualitative approach and comparative design are implemented in this thesis meanwhile secondary data from internet, documentary research  and primary data from semi-structured interview through telephone & email are used for collecting information. More importantly, Tokai Carbon is chosen as a case study to understand organization structure and its coordination between Japanese company and Thai & Chinese subsidiaries.</p><p><strong>Conclusion</strong> : The organization structure and coordination should  be concerned in multinational corporations. Tokai Carbon Co., Ltd. as a multinational Japanese company who runs business and establishes various subsidiaries in worldwide mostly centralizes power to headquarters. Also, Tokai Carbon Co., Ltd. applied means of formal and informal coordination in order to cooperate between Tokai Carbon Co., Ltd. (headquarters) and Thai Tokai Carbon Product Co., Ltd (Thai subsidiaries) & Tokai Carbon Tianjin Co., Ltd. (Chinese subsidiaries). With respect to formal and informal mechanisms, these two mechanisms are similarly implemented in collaboration between headquarters and Thai & Chinese subsidiaries. Nonetheless, there are a few differences on informal tools in form of lateral relations and socialization.</p>

Problem : How does Japanese company coordinate with its subsidiaries in Thai and Chinese markets? Purpose :  To describe organization structure of Japanese company as well as compare how headquarters coordinates with its subsidiaries in Thai and Chinese markets. Also, this thesis will give benefits for the academics and managers of other multinational corporations. Method :  Qualitative approach and comparative design are implemented in this thesis meanwhile secondary data from internet, documentary research  and primary data from semi-structured interview through telephone &amp; email are used for collecting information. More importantly, Tokai Carbon is chosen as a case study to understand organization structure and its coordination between Japanese company and Thai &amp; Chinese subsidiaries. Conclusion : The organization structure and coordination should  be concerned in multinational corporations. Tokai Carbon Co., Ltd. as a multinational Japanese company who runs business and establishes various subsidiaries in worldwide mostly centralizes power to headquarters. Also, Tokai Carbon Co., Ltd. applied means of formal and informal coordination in order to cooperate between Tokai Carbon Co., Ltd. (headquarters) and Thai Tokai Carbon Product Co., Ltd (Thai subsidiaries) &amp; Tokai Carbon Tianjin Co., Ltd. (Chinese subsidiaries). With respect to formal and informal mechanisms, these two mechanisms are similarly implemented in collaboration between headquarters and Thai &amp; Chinese subsidiaries. Nonetheless, there are a few differences on informal tools in form of lateral relations and socialization.

[ES] Con la globalización de los mercados y el aumento de la competitividad, la coordinación se ha convertido en un punto estratégico en la gestión de la cadena de suministro. De hecho, cada actor de la cadena de suministro ya no debe tomar decisiones sin considerar todos los eslabones, sean proveedores, proveedores de proveedores o clientes y estos internos o externos a la organización. Las cadenas de suministro son cada vez más complejas y distribuidas, compuestas por múltiples organizaciones con diferentes objetivos y políticas. La coordinación se puede lograr utilizando uno de estos dos enfoques para la toma de decisiones coordinadas: centralizada o descentralizada con un mecanismo de coordinación. Pero, las empresas son reacias a compartir información, ya sea por la confidencialidad de los datos o porque los modelos centralizados resultantes son de gran complejidad que dificultan su manejo y actualización. Además, aquellas empresas que buscan tomar decisiones en tiempo real requieren de modelos ligeros y ágiles, que, con toda la información local y coordinada con el resto, permitan tomar decisiones rápidas. Las empresas interesadas en la coordinación descentralizada con un mecanismo de coordinación esperan obtener mejores resultados con respecto a la no coordinación, aunque deberían asumir tener peores resultados que con la coordinación centralizada. Para ello en esta tesis, se han estudiado los distintos mecanismos de coordinación para la toma de decisiones descentralizada, dentro de un entorno del procedimiento de horizontes rodantes y con herramienta de planificación y programación de las operaciones basada en el concepto de stroke, que extiende el concepto de lista de materiales más allá de las estructuras tradicionales. Estos permiten desarrollar la formulación de la programación matemática y los mecanismos de coordinación necesarios para resolver los problemas de planificación de operaciones. Esta tesis se presenta como una secuencia de capítulos, con el objeto de analizar y presentar la propuesta de mecanismo de coordinación distribuido con unos recursos compartidos. Los distintos capítulos han servido de base para la preparación de artículos científicos. Estos artículos han sido presentados en congresos de la materia y remitidos a revistas científicas. / [CAT] Amb la globalització dels mercats i l'augment de la competitivitat, la coordinació s'ha convertit en un punt estratègic en la gestió de la cadena de subministrament. De fet, cada actor de la cadena de subministrament ja no ha de prendre decisions sense considerar totes les baules, siguen proveïdors, sub-proveïdors o clients i aquests interns o externs a l'organització. Les cadenes de subministrament són cada vegada més complexes i distribuïdes, compostes per múltiples organitzacions amb diferents objectius i polítiques. La coordinació es pot aconseguir utilitzant un d'aquests dos enfocaments per a la presa de decisions coordinades: centralitzat o descentralitzat amb un mecanisme de coordinació. Però, les empreses són poc inclinades a compartir informació, ja siga per la confidencialitat de les dades o perquè els models centralitzats resultants són de gran complexitat que dificulten el seu maneig i actualització. A més, aquelles empresa que busquen prendre decisions en temps real requereixen de models lleugers i àgils, que, amb tota la informació local i coordinada amb la resta, permeten prendre decisions ràpides. Les empreses interessades en la coordinació descentralitzada amb un mecanisme de coordinació esperen obtindre millors resultats respecte de la no coordinació encara que haurien d'assumir tindre pitjors resultats que amb la coordinació centralitzada. Per a això en aquesta tesi, s'han estudiat els diferents mecanismes de coordinació per a la presa de decisions descentralitzada, dins d'un entorn d'horitzons rodant i amb eines de planificació i programació de les operacions basada en el concepte de stroke, que estén el concepte de llista de materials més enllà de les estructures tradicionals. Aquests permeten desenvolupar la formulació de la programació matemàtica i els mecanismes de coordinació necessaris per a resoldre els problemes de planificació d'operacions. Aquesta tesi es presenta com una seqüència de capítols, a fi d'analitzar i presentar la proposta de mecanisme de coordinació distribuït amb uns recursos compartits. Els diferents capítols han servit de base per a la preparació d'articles científics. Aquests articles han sigut presentats en congressos de la matèria i remesos a revistes científiques. / [EN] With the globalization of markets and the increase of competitiveness, coordination has become a strategic point in the management of the supply chain. In fact, each actor in the supply chain must no longer make decisions without considering all the links, whether suppliers, sub-suppliers or customers and those internal or external to the organization. Supply chains are increasingly complex and distributed, composed of multiple organizations with different objectives and policies. Coordination can be achieved using one of these two approaches to coordinate decision making: centralized or decentralized with a coordination mechanism. However, companies are reluctant to share information, either because of the confidentiality of the data or because the resulting centralized models are of great complexity that make their management and update them. In addition, those companies that seek to make decisions in real time require lightweight and agile models, which, with all the local information and coordinated with the rest, allow quick decisions. Companies interested in decentralized coordination with a coordination mechanism expect to obtain better results regarding non-coordination although they should assume to have worse results than with centralized coordination. To this end, in this thesis, the different coordination mechanisms for decentralized decision making have been studied, within an environment of rolling horizons and with tools for planning and scheduling operations based on the concept of stroke, which extends the concept of list of materials beyond traditional structures. These allow to develop the formulation of the mathematical programming and the coordination mechanisms necessary to solve the operations planning problems. This thesis is presented as a sequence of chapters, in order to analyse and present the proposal of distributed coordination mechanism with shared resources. The different chapters have served as the basis for the preparation of scientific articles. These articles have been presented at congresses of the subject and submitted to scientific journals. / Rius Sorolla, GV. (2019). Modelos y Algoritmos de Coordinación para la Planificación de Operaciones basadas en el concepto Stroke en Redes de Suministro distribuidas y con alternativas [Tesis doctoral no publicada]. Universitat Politècnica de València. https://doi.org/10.4995/Thesis/10251/134017 / TESIS

As wireless communication services get more and more pervasively available, mobile people can easily interact with service providers and handily communicate with each other through mobile devices. In the mobile environment, mobile users can plan their activity schedules and run their schedules with the assistance of mobile devices. When mobile users are engaged in their activities, they can instantly perceive contextual information and their activity schedules therefore tend to be context dependent, i.e., mobile users may alter their objectives and decision makings as soon as the environmental context varies. Besides, for a mobile user, once any exception happens, he/she is apt to adapt his/her activity schedule to reduce the impact of the exception. In the mobile environment, since the environmental resources are limited and can¡¦t satisfy all mobile users¡¦ demands, conflicts are likely to occur while mobile users plan, alter or adapt their personal activity schedules. This study concentrates itself on resolving the conflicts. This conflict problem is formulated as a multi-criteria context-dependent DCOP (distributed constraint optimization problem). This problem is complicated and highly dynamic, and the joint optimality to this problem might be time-variant. This study proposes an integrated agents system SPA and a novel problem solving approach 2S-DORA to enable mobile users to coordinate their activities to maintain optimality. The SPA, which integrates the Simulated and Physical Agents, is employed to enhance mobile users¡¦ sensory, analytic, reasoning and social abilities. The 2S-DORA takes advantage of the SPA abilities to help mobile users quickly and effectively adapt themselves to the context variations and to the exceptions. This study takes a traveling backpacker problem as an example to demonstrate how the proposed SPA and 2S-DORA contribute to solve the multi-criteria context-dependent DCOP. Five experiments finally are designed to evaluate the performance of the application of SPA and 2S-DORA.

CSR approach is getting noticed by more and more scholars and practitioners to assist MNC subsidiaries¡¦ performance and survival. Prahalad (2004) argued MNCs need to be able to explore and exploit opportunities from undeveloped or developing countries in pursuit of their continuous profitability and sustainability. However, how MNC subsidiaries can be organized to approach and discover the local people and social needs from emerging economies is still a question to be answered. Porter & Kramer (2002) proposed strategic CSR approach for firms to getting into sustainability. By all means of strategic CSR, firms truly realize sustainability that simultaneously obtaining economic, social and environmental performance when the CSR activities are practiced from inside out that involves the whole organization, structure, and system, and meanwhile links with firm strategies. This research adopted system perspective incorporating RBV and stakeholder perspective to systematically examine how internal CSR-related processes interact to influence MNC subsidiaries¡¦ sustainability in host country. We accordingly looked into the CSR practices and the related management processes implemented by XI MNC subsidiaries in China and Taiwan through case interviews. We identified that CSR international coordination mechanism, HRM, and TMT leadership are all important processes through which MNC subsidiaries reach sustainability in host countries by CSR practices. Besides, we found that a strong corporate social culture within subsidiaries built up through the abovementioned processes is an important factor that leads to subsidiaries¡¦ sustainability. In addition, we identified stakeholder relational capital derived from these CSR-related processes is another critical, firm-specific resource to facilitate MNC subsidiaries¡¦ sustainable performance. On the whole, the findings upon the case studies of our research proposed a systematic MNC subsidiaries CSR framework that explains how, why, and under which influential factors CSR practices are implemented. This research therefore can contribute to the theoretical developments in CSR theories, RBV, and international management theories as well as firms¡¦ management practices in conducting CSR for sustainability.

This study extends research on pricing methods of Multinational Corporation (MNC) from the financial aspect to managerial perspective, creates the term managerial mechanisms and examines theories with actual organizational changes applied by the case company, the leading IPC provider, Company A. In this research, the researcher first identifies determinants of E2E pricing (market pricing), then defines the five components (organizational structure, information sharing, coordination mechanisms, management control system, and authority delegation) and lists elements within each component to form the managerial mechanism model between HQ-Subsidiary as the reference to align with market price determinants. With the degree of centralization being the core of the model, the analysis shows that information sharing between HQ-Subsidiary is the key to a successful E2E pricing decision; to do so an MNC has to have an organizational goal in parallel with subsidiary interests, and proper authority delegation while exerting control and coordination with flexibility. This research presents that organizational changes made by Company A in coordination with E2E pricing method do follow the managerial mechanism model proposed by the researcher. Specifically, the analysis first describes the pricing method and managerial mechanisms of the case company; second, managerial issues are recognized and linked with the model developed by the researcher; finally, corresponding changes Company A made are examined by literature theories. This research also reveals that the application of proper measures is simply the initiative of organizational changes; an MNC has to anticipate internal reluctance in order to carry out the optimal result of its managerial mechanisms.

Made available in DSpace on 2016-06-02T19:50:08Z (GMT). No. of bitstreams: 1 2991.pdf: 889971 bytes, checksum: 4869b7d3167274a33ec46d702ac75127 (MD5) Previous issue date: 2010-05-25 / Financiadora de Estudos e Projetos / Focusing on hierarchy as an alternative to market, the New Institutional Economics (NIE) initially focused narrowly on the intermediary organizations. However, this situation started to change when Williamson (1985) stated that such intermediary transactions are the most common ones and denominated them hybrid governance in 1991. The studies carried out in the 80s and 90s enabled, among other factors, the distinction between hybrid governance and hierarchy resulting in an arousing interest in the development of contracts and the different coordination mechanisms in the field of NIE. More recently, some authors have highlighted the importance of studies on hybrid governance in the agricultural sector. Thus, the objective of this thesis is to indicate the existence of hybrid governance forms that complement the contract in transactions of supplying fair trade orange juice to the European market, as well as to point out the determining factors of this kind of governance. Therefore, the institutional environment of the agro-industrial fair trade is analyse, still poorly investigated in scientific studies in Brazil, and hybrid governance, considering the contributions of Ménard (1997, 2004) to the development of the concepts of NIE, were analyzed. Secondary data were considered and a field research was carried out both in Brazil and in Europe. Interviews were conducted with organizations of citrus farmers that are already inserted in the international citrus fruit fair trade, with export and import orange juice companies, and with some key agents. The analyses showed that orange juice supply transactions of the fair trade are administered by complex mechanisms that are more complex than contracts. Due to investments on human and brand name asset specificities, and the uncertainties related to the institutional environment of fair trande market, the contracts alone are not enough to conduct the transactions. Hence, coordination mechanisms, also known as mechanisms of adaptation are adopted based on two forms of private authority. On one hand, there is the authority performed by the certifying organization that constitutes a formal government. It establishes the norms and the production and trade standards in the fair trade of certified products, which leads to selecting the actors in the orange juice supply chain. The formal government also controls demands satisfaction rates and verifies whether the transactions are carried according to pre-established standards. In addition, it offers incentives to the adoption of organic citrus production and to long-term relationships. On the other hand, there is the informal authority: trust. Unlike the former, it is present in some cases and among some specific actors leading to a different way of selecting actors and controlling the factors that were not investigated by the formal government, such as the informal annual supply agreements between citrus farmers organizations and fair trade expert importers. / Focando sua atenção sobre a hierarquia como uma alternativa ao mercado, a Nova Economia Institucional (NEI) inicialmente pouco estudou os modos de organização intermediários. Esta situação começou a mudar quando Williamson (1985) afirmou estar convencido de que estas transações intermediárias são as mais comuns, denominando-as, em 1991, como governança híbrida. Os trabalhos desenvolvidos nas décadas de 80 e 90 permitiram, entre outros fatores, diferenciar a governança híbrida da hierárquica, o que gerou um aumento no interesse sobre o desenvolvimento dos contratos e dos diferentes mecanismos de coordenação no campo da NEI. Mais recentemente, alguns autores têm destacado a importância dos estudos sobre a governança híbrida na agricultura. Seguindo esta linha de pesquisa, este trabalho de tese tem o objetivo de mostrar que existem formas de governança híbrida complementares aos contratos nas transações de fornecimento de suco de laranja brasileiro do comércio justo para a Europa e também apontar os fatores determinantes deste tipo de governança. Para isso é analisado os ambientes institucional do comércio justo agroindustrial, ainda pouco conhecido no meio acadêmico brasileiro, e a governança híbrida, considerando as contribuições de Ménard (1997, 2004) para o desenvolvimento conceitual da NEI. Foram considerados dados secundários e uma pesquisa de campo foi realizada no Brasil e na Europa, sendo entrevistadas as organizações de citricultores brasileiros já inseridas no comércio justo citrícola internacional, algumas empresas exportadoras e importadoras do suco de laranja brasileiro, assim como certos agentes-chaves. As análises realizadas permitiram mostrar que as transações de fornecimento de suco de laranja do comércio justo são governadas por mecanismos mais complexos que os contratos. Devido aos investimentos em especificidades de ativos humanos e de marca, assim como as incertezas relacionadas ao ambiente institucional do comércio justo, os contratos não são, isoladamente, suficientes para governar as transações. Assim, mecanismos de coordenação, também chamados de mecanismos de adaptação são adotados, sendo eles cristalizados em dois tipos de autoridade privada. De um lado tem-se uma autoridade formal desempenhada pela empresa certificadora que constitui uma instituição ad hoc. Ela determina as normas e os padrões da produção e da realização das trocas no comércio justo de produtos certificados, o que a leva a selecionar os atores envolvidos na cadeia de fornecimento de suco de laranja. A instituição ad hoc também controla o atendimento dessas exigências e verifica se as transações são realizadas dentro dos padrões pré-estabelecidos. Ela ainda oferece incentivos para que a produção de citrus orgânicos seja adotada e para que as relações sejam de longo prazo. De outro lado, tem-se uma autoridade informal: a confiança. Diferentemente da primeira, ela é presente em alguns casos e entre alguns atores específicos, formando um segundo modo de seleção dos atores e de controle dos fatores não verificados pela instituição ad hoc, como os acordos informais anuais de fornecimento estabelecidos entre as organizações de citricultores e os importadores especializados no comércio justo.

Police cooperation is an important part of EU's internal security, but its pursuance differs in each member state. This master thesis focuses on the coordination of police cooperation from the Czech Republic's point of view. The objective is to interpret the coordination mechanism in the Czech Republic and to analyse its level of centralization and the method of management. For this purpose, theories of liberal intergovernmental approach and institutionalism are engaged. The partial objective is to examine the influence of Europeanization on the coordination mechanism. Analysis is carried out on a systemic level, connecting the national and European coordination levels. The coordination mechanism of European police cooperation in the Czech Republic proved to be quite centralized with some decentralized elements and hierarchical management structure. The Europeanization affects the police cooperation in all its dimensions, with downloading, uploading and crossloading.

當俄羅斯正經歷著政治結構與經濟體系同時轉變的考驗時，連年下降的國有企業生產力與總產量並未隨著改革工作的進展而有所提升，即使改革措施因為先前政策的成效不彰而有所調整，但俄羅斯的總體經濟表現依然不理想。為了探究 1992 年年初到 1994 年年中這段期間俄羅斯國有企業政策的內容、實施的成效，以及政策取向變化的原因，本文先從財產權途徑與市場結構途徑著手，分析決策過程中不同的部門對國有企業的預算約制、協調機制與市場結構的看法，然後歸納出兩種不同的政策取向：保護取向與效率取向。保護取向者以國有企業員工及立法機構的成員為主，主張維持現有制度與就業水準，避免失業引發社會問題，並增加對國有企業資源的投入以提高企業產量。效率取向者以新興的經濟學家及部份的內閣成員為主，希望建立新的機制以減少資源投入的數量，但賦予國有企業提高生產效率的誘因，使其提高產量，如此一來便可以減輕政府的財政負擔，並達到穩定金融及控制通貨膨脹的目的。1992年年初俄羅斯行政機構中的效率取向者取得了優勢的決策地位，並且開始採取穩定化與價格自由化等改革措施，但緊縮資源投入的改革方式卻造成國有企業員工的恐慌，從系統論的觀點來看，民主化之後的俄羅斯因為政策承受者的反饋機制開始強化，因此效率取向者的改革措施便遭到立法機構中保護取向者的修正，而開始向擴張支出的政策方向傾斜。雖然效率取向者試圖以憑證私有化政策換取民眾對改革的信心，甚至以發動流血政變、重新制定憲法等方式變更制度設計以重新取得優勢的決策地位，但因為其緊縮政策忽略了市場結構因素，難以提升企業產量，又引發企業員工對失業的恐懼，因此保護取向者便又在 1994 年年初佔領了優勢的決策地位，主導了政策的走向。總括 1992 年年初到 1994 年年中俄羅斯國有企業改革政策的走向，便可以得出政策取向在保護取向與效率取向之間連續擺盪，但結果卻受保護取向影響較深的局面。 / When people in Russia suffered from the transformation of the political structure and the economic system, the performance of state-owned enterprises (SOEs) in Russia did not improve , either. In order to find out the options of reform strategy and the cause of failure, this research applies the property rights approach and the market structure approach to analyze the budget constraint, coordination mechanism, and market structure problems of SOEs. Combing those problems with the decision making process founded on systems model, we made a conclusion that there were two policy orientations in solving the SOE problems: one is the protection-orientated policy, and the other is the efficiency-oriented one. Most employees of SOEs and legislators preferred the protection-oriented policy because they were afraid of unemployment and bankruptcy of their enterprises by privatization. On the contrary, the efficiency-oriented government placed its emphasis on the rampant inflation and preferred to cut the government expense by reducing the investment in SOEs. At the beginning of 1992, the efficiency-oriented stabilization policy and the liberalization of price became the focuses of reform. Those retrenchment policies limited the spending of SOEs and reduced the government's popularity, too. In order to keep the enterprises operating, employees of SOEs and legislators expected more investment from the government. With the feedback function performed by legislators, the protection-oriented policy substituted the efficiency-oriented one from the mid of 1992. To dominate the reform strategy again. President Yeltsin dismissed the congress in September 1993 and called for the referendum of new constitution and the election of new congress in December 1993. Although the efficiency-oriented government tried to recover the public confidence of reform by controlling the inflation, but the employees, living in the fear of unemployment, did not place their trust in government. After the election, the protection-oriented deputies still occupied the majority seats and turned the direction of reform strategy again. In sum, the orientation of reform policy of SOEs in Russia swung all the time since 1992 to 1994, but the protection-oriented policy had more influence on it in general.

IT-system utvecklas idag ofta i globalt distribuerade organisationer. Detta görs för att möta de krav som ställs från omgivningen samt för att finna specialkompetens. En global organisation kan medföra distribuerat arbete, alltså att utvecklingsgrupper sprids över flera platser. Ett problem med detta kan vara att få alla delar av verksamheten att arbeta mot ett gemensamt mål. Koordination – att hantera beroenden mellan element i komplexa organisationer för att möjliggöra effektivt arbete mot ett gemensamt mål – blir då en viktig aktivitet. Att kommunicera över distans i den takt organisationen kräver är en omöjlighet utan att implementera informations- och kommunikationsteknik (IKT) – digitala verktyg med fokus på kommunikation och spridandet av information. Vi vill i denna uppsats undersöka hur koordination sker i distribuerade IT-projekt, samt vilken roll IKT-stöd har vid koordination av distribuerade IT-projekt. Syftet med denna studie är att bidra med kunskap gällande användandet av IKT-stöd för koordination i distribuerade IT- projekt. Vi genomför denna kvalitativa fallstudie hos IFS World Operations AB – en global affärssystemsleverantör. Data har samlats in genom intervjuer med personer i olika roller inom det undersökta it projektet. Vi har ställt de empiriska resultaten i relation till teorier inom områden som koordination, IT-projekt samt IKT. Våra resultat visar att koordination i agila, distribuerade IT-projekt sker på två nivåer; strategisk samt operationell koordination. Dessa syftar att uppnå mål på olika nivåer. Vi har också kunnat dela in koordinationshandlingar i tre typer utvecklade från teori och observationer; ömsesidig anpassning, framväxande standardisering och organisationsförvaltning. Vi kan även sluta oss till att IKT-stöd främst förhåller sig till koordination på tre sätt i ett distribuerat IT-projekt; möjliggörande, medierande samt begränsande. Med stöd av de ovan presenterade resultaten har vi tagit fram faktorer vi funnit påverka möjligheten att koordinera IT-projekt. Dessa är; gruppdynamik, graden av distribution, fasta utvecklingsgrupper, utveckla teknik tillsammans med organisation samt standardiserade kommunikationskanaler. / Information systems are often developed in globally distributed organizations. Many times the reason for being distributed is to meet requirements and demands from the organizations surrounding and to acquire a specialized set of skills. Global organizations may choose to work distributed, which means that development teams are spread out over multiple locations. This can create problems; how do you make all parts of the organization work together towards a common goal? Thus, coordination – The management of interdependent elements in a complex organization so as to enable them to work together effectively toward a specific goal – becomes important. Long distance communication using information and communication technology (ICT) – digital tools with the purpose of endorsing communication and knowledge – is required to coordinate between locations. In this thesis we examine how coordination is performed in distributed IT-projects. We will also address the role that information and communications technology plays in coordination of these projects. The purpose of the study is to contribute with knowledge in the area of using ICT tools for coordinating distributed IT-projects. This qualitative case study was conducted in cooperation with IFS World Operations AB – a global provider of an Enterprise Resource Planning system. Our empirical data has been collected using five interviews, all with different types of roles from within IT-projects. The data has then been put in relation to theories concerning coordination, IT-projects and ICT. Our findings show coordination in distributed, agile software development projects is working on two levels; strategic and operational coordination. The difference lies with the motivation to complete goals on different levels of the organization. We can also conclude that there are three different kinds of means to carry out coordination; Mutual Adjustment, Emerging standardization and organizational management. Concerning the role of ICT in the coordination of distributed IT-projects we have found it to be threefold; enabling, mediating and limiting. Based on these findings we conclude this study by presenting five factors that influence the ability to coordinate distributed IT-projects. These are: group dynamics, level of distribution, fixed development teams, parallel development of technology and organization and standardized communication channels.