The purpose of this study was to investigate and describe an organization's transition to a focused factory of the future. This transition entailed broad changes in manufacturing equipment/technology, manufacturing processes, and organizational culture.The findings of the study included:The organization focused one product model rather than focusing their two major product lines simultaneously. The result was new and stronger barriers emerging rather than the cited objective of breaking down barriers. There was a concentrated effort by the local labor union to resist the new changes while maintaining their own cultural identity.Many of the problems which impeded the transition resulted from external sources where the organization had limited control. These problems with external sources were:1. Conflicts with the organization's corporate headquarters who held an opposing interpretation as to the extent to which the organization should focus.2. Costly delays resulting from machine vendors not meeting their delivery dates.3. Time pressures resulting from deadlines administered by the organization's customer.4. Substantial quality problems experienced from a dependence on a single casting vendor.There is a critical need for frequent communications between management and hourly workers during a transition of this magnitude. The hourly workers have less access to information and make interpretations of events based on available information, real or rumored. The hourly workers are dependent on information from management and when events "suddenly" do not occur as expected a negative perception of management results.Many of the hourly workforce responded magnificently to the challenges of moving beyond "pushing buttons" to becoming a thinking and decision-making facet of the organization. Although some hourly workers who had been acculturated at a time when they were "not paid to think" did not respond well to the unsupervised environment, a large number of the workers demonstrated a voraciousness for the opportunity.RecommendationsPrior to initiating a major change in an organization a very detailed and thorough evaluation needs to be conducted of all potential sources of roadblocks to success. This evaluation should include research on organizations who have experienced similar transitions in the past. The planning should include: An assessment of the internal organizational culture.This would include the likelihood of union support even in lieu of a shift in union leadership.An analysis of the costs/benefits of initiating a new product within the existing plant or at a completely new location.A detailed assessment of all vendors with an alternate in case of utilization of one exclusive supplier. A careful assessment of a machine vendor's ability to meet delivery dates and stringent contractual guidelines which would maximize punctual delivery. Prior to initiating the project there needs to be communication and agreement between the organization and corporate headquarters in regards to the specific details of the changes.A thorough research of potential material vendors needs to be conducted in order to ensure a stable vendor who produces a quality product.A careful selection procedure should be developed which enlists individuals who are willing and able to make the transition along with the organization.

This study analyzes the intersection of multiple cultural themes and discourses present in discussion of the alternative menstrual hygiene product, the menstrual cup. Through the qualitative research methods of first-person interviewing and autoethnography, the study forms the characteristics of the American menstrual cultural model and how the model upheld by menstrual cup users differs from it. The study finds that access to alternative channels of information and an innate or learned acceptance of the body and bodily processes were indicators of whether or not an individual would be receptive to the cup. The mainstream consciousness was unlikely to foster bodily acceptance. Bodily acceptance was more likely encountered in individuals with interests invested in activities and lifestyle practices more likely to be labeled “alternative.” Using the cup also had a positive feedback effect in that it habituated users to and made them feel more comfortable with their bodies.

Development of a high throughput surfactant screening procedure using shikimic acid analysis

Evaluation of feeding varying levels of digestible lysine on broiler breeder male reproductive characteristics and body weight changes

Background: In nowadays economy, the only certainty is that knowledge is source of lasting competitive advantage. The increasing global competitive business environment triggers firms to establish inter-firm cooperation with cross-border partners possessing complementary assets. However, knowledge management is a difficult concept to put in practice. Knowledge integration is a complex process hindered by several sets of complications specific to knowledge and relations between partners. In addition, the cultural dimension seems to influence knowledge integration across borders. Cultural differences between partner-firms may have a considerable impact on the transfer and integration of knowledge. Aim: Researchers have mainly focused on seeking out the outcome of developing knowledge integration, such as innovation or product development. However, the importance of contextual factors, such as culture, and their potential implications on knowledge integration across borders remain unexplored. The contribution of this study addresses the impact of culture on knowledge integration across borders. In addition, the model developed along this study provides a ground for future research. As a spin-off, the motive of this theoretical research is to raise awareness of cultural factors in cross-border cooperation. Methodology: This thesis is based on a qualitative case study method that intends to build theory through iteration by analyzing literature and empirics following an inductive reasoning, in the specific context of Sino-Swedish cooperation. The research design builds upon the collection of primary data through interviews within the case company. Data analysis utilizes the open coding system; findings are presented through direct quotations, tables and models. Results: The results show that knowledge integration – its nature and coordination within and between firms – is influenced by cultural factors. The study finds that the cultural dimension can affect the efficiency of knowledge integration. Although literature is aware of culture, specific cultural factors still impact on organizations involved in cross-border cooperation at different levels. This creates cultural distance between partner-firms, and provokes major implications on group work, which in turn can potentially affect cooperation performance.

Culture has covered several areas which related to human beings’ life, it was manifested in process of doing, value judge, communication manners, education issues, historical events, economic situation and so on in communities. So, the culture would impact the operation ways of a corporation. Through the prevalent theory of Hofstede’s culture division, we understood that Chinese culture has its characteristics which could be portrayed as long power distance, collectivism, masculinity, uncertainty avoidance and long-term orientation. The Chinese enterprise has long been the epitome of the massive collective, where employees usually treated their organization as their family. Additionally, these large organizations and government related enterprises had a multitude of standardized procedures and regulations, numerous managerial levels, and promotions based on knowledge of and obedience to these procedures and policies, exemplifying the hierarchy culture (A.Ralson, Jane, H. Terpstra, Wang, C.Egri, 2006). And this study, we will review some literatures at first sector and get comprehensive insight of Chinese corporate culture, and discuss the relationship between corporate culture and innovation capability through interview with some corporations’ leaders in second sector. Through this work, we are trying to provide some successful experiences to Chinese corporations. / 文化反映在人类生活中的很多方面，诸如做事情方式，沟通的礼节，教育，历史事件，经济状况等等方面。在很大方面，一个国家的文化会影响到企业的经营方式。通过当前比较流行的霍夫特德的文化区分理论，我们了解到中国的文化特点体现为比较长的权利距离，集体主义倾向，更男性化，强调风险规避以及考虑长期目标。因此，中国的企业也长期处在中国文化的影响中，表现起来就是中国的企业更强调集体文化，以及把企业当作家的思想。企业中存在许多的规章制度以及等级观念，员工的晋升与个人的成就和服从相关联。通过这篇文章，我们在一系列文献整理的基础上，更好的了解中国文化和中国企业文化，并进而讨论文化与创新之间的联系。并且最后我们将举出一些取得成功的中国本土企业的例子，并探讨他们成功的经验。

The purpose of this report is to explore how modern technology can work againstolder craft techniques. The focus of the research will depend on what conditions areoptimal for cutting marquetry with laser technology. In my work I account for thehistorical background of the various techniques and then through own practical testsexamine whether the laser technology can complement the traditional techniques. / Syftet med denna rapport är att undersöka hur man med modern teknik kan arbeta motäldre hantverkstekniker. Tyngdpunkten i forskningen kommer att vila på vilkaförutsättningar som är optimala för att skära ut intarsia med laserteknik. I mitt arbeteredovisar jag historisk bakgrund inom de olika teknikerna för att sedan genom egnapraktiska tester undersöka om lasertekniken kan komplettera de traditionellateknikerna.

The study has investigated the culture of Lamu through an ethnographic field study and the usage of Information and Communication Technologies (ICT’s) through interviews. The field study, including the interviews, was conducted during a fifteen week period. Theories of technological and cultural determinism as well as theories of Information and Communication Technologies for Development (ICT4D) are presented as theories which my analysis is based upon. What is investigated is the interplay between technology and culture in Lamu. The data collected will be used to discuss possible ICT4D assessments for future projects; what factors need to be investigated and mapped out prior to a project plan. Lamu is a complex community with a long history of outside influences. Nowadays, the influences are not from imperialistic power nations but from tourists, Non-governmental Organizations (NGO’s), Governmental Organizations (GO’s) and private investors. The culture of Lamu has gone through a change in behavior throughout the generations. What has changed lately is the adoption and usage of ICT’s. In conclusion, this study shows the unique way in which the culture uses technologies. This has been analyzed with former ICT4D projects in mind and seen out of a development work perspective. Lamu’s religious character has colored the three spheres of the community and is presented as one of the many important binary factors that need to be considered in development work assessments. What has been found out through this study is the importance of a culturally humble assessment before making a plan for ICT4D projects. Previous projects have failed due to the top-down approach. What has worked is the bottom-up approach and this is proclaimed in this study. All of the dimensions of a community, its history and all spheres need to be assessed before successful projects can be made. Lamu is a unique case and shows the complexity of assessments due to the binary factors and the many layers in the society that are important to take in account.

“Mobile phones as a communication technology fits into culture rather than imposes on a culture” (Xin, 2006).Therefore, the main purpose of this research was to investigate and to understand the impact national culture has on mobile phone buyer behaviour of Thai and Swedish consumers. The research was also conducted to identify whether there was a significant cultural difference of buying behaviour for these two cultures when purchasing mobile phones.  Hofstede’s cultural dimensions (individualism/collectivism and power distance) was addressed in order to examine if culture influences Thai and Swedish consumers when purchasing a mobile phone.  In order to examine the difference between Thai and Swedish consumers, a data analysis was conducted through the SPSS statistical program using an Independent Sample T-test and Pearson Correlations. The questionnaires were distributes to both Thai (70 sets) and Swedish (70sets) students in the University of Malardalen. The findings indicated that there is a significant difference between Thai and Swedish consumers in term of mobile phone purchasing behaviour as far as Hofstede’s cultural dimensions. A major contribution to this study is that it will provide an insight into the differences in culture between Swedish and Thai consumers, the Eastern and Western cultural divide and how culture influences mobile phone purchasing behaviour.   The findings will also assist managers in mobile phone organizations to manage the dynamics of culture through time as well as to enhance their communications and promotional strategies within an overall marketing strategy. Incorporating culture into their overall marketing and communications strategies will enable organizations to meet customer needs and expectations, sustain and increase growth along with market share and to maximize profitability.

Title: Recreating Meaning Through Cultural Investments – A Case Study of Volvo IT in France Swedish Title: Återskapa Mening Genom Kulturella Investeringar – En Fallstudie av Volvo IT i Frankrike Authors: Pegah Esmaeili and Filip Holmdahl Tutor: Lena Andersson Background For what reasons do organizations invest in culture? Could it be seen as an initiative from management to create some form of control and to manage the reality of employees? A company that systematically is working and investing in their organizational culture is Volvo IT by creating a cultural network consisting of a Cultural Manager, Cultural Navigators and Cultural Ambassadors. The question is if the rest of the organization share the efforts made in these investments? This thesis will investigate if the investments made by the management, to manage a wanted meaning, are shared by the lower level personnel.Purpose To create an improved understanding between managements strive, through cultural investments, to recreate and manage a wanted meaning and how the employees perceive these investments. Method The empirical data was collected through interviews and ethnographical observations at Volvo IT in Lyon. This study takes on an explorative inception by looking at if a company putting lots of effort into their organizational culture actually manages to deliver the same meanings throughout the organizational levels. Additional methods used include field notes, photography and participant observation. Results Organizational culture is both a structure and a process. It is needed to provide a structure of how to make sense of reality for every employee but is not only shaped by management. It is a process, which is always under constant change and must accept diverse meanings and hence there must be space for diverse meanings in the shared ones resulting in a recognizing instead of a blaming culture. Symbolic aspects, such as symbols, rites, slogans and stories, will increase the cultural understanding between management and employees but they should be so invisible that they become visible in daily behavior. Keywords Volvo IT, Organizational culture, meaning, symbolism, management, employees