The construction industry is often perceived as conservative and slow to innovate. Previous studies have explanations for why this is the case and attempt to look further into why implementing and diffusing innovation in the construction industry is different, and somewhat more challenging than in other industries. Some point towards the fact that a construction project is somewhat a ‘temporary factory’, where the end product being produced is the factory itself. This creates challenges which other industries do not face, making it difficult to optimize construction projects. Furthermore, is the construction industry a multiorganizational industry, and activities are project based. That means that there are often multiple projects going on parallel, with multiple actors involved, making the industry complex. In this paper, we conduct a single case study on the implementation of a digital innovation at a large Swedish construction company. The company is a highly decentralized, project-based organization making the study about implementing innovation in such organizations. The results were analyzed using Rogers’ framework for the diffusion of innovation. We were able to identify four facilitating factors, along with one hindering factor, for our case of implementing an innovation at a decentralized project-based construction organization. The facilitators were: the innovation should to be somewhat simple to understand and use, the projects implementing the solution require extra resources to be willing to take the risk of implementing a new solution, the implementation needs driven individuals to keep the momentum of the solution going and push the solution through the complex organization, and finally is it helpful to use marketing internally at the organization to bring attention to the solution. Finally, the hinder identified was simply internal politics and the complicated organizational structure of the firm.

Tillägget på årsredovisningslagen som tillkom 2017 kräver att stora och medelstora företag redovisar sitt hållbarhetsarbete. Den nya lagen innebär stora utmaningar för företag som ska redovisa sitt hållbarhetsarbete för första gången. Problematiken med att redovisa sin påverkan är osäkerheten i beräkningarna, framför allt beräkningar av koldioxidutsläpp från mobila förbränningsenheter. För att kunna beräkna koldioxidutsläppen krävs det att rätt data samlas in enhetligt i organisationen. Zengun som är en byggentreprenör och en decentraliserad organisation står inför sin första hållbarhetsredovisning. Det innebär att Zengun måste samla in enhetlig information i hela organisationen, där även Zenguns underentreprenörer inkluderas. Syftet med studien är ta fram en rutin för insamling av koldioxiddata och undersöka i vilken utsträckning rutinen kan bidra till företagets hållbarhetsarbete. Ytterligare ett syfte är att kartlägga den interna kommunikationen kring hållbarhetsarbetet i en decentraliserad organisation och undersöka hur kommunikationen kan underlätta rutinens implementering. Resultatet utgår från insamlat material utifrån dokumentstudier och intervjuer med nyckelpersoner hos Zengun och Zenguns underentreprenörer. Resultatet visar på att Zenguns komplexa organisationsstruktur är en utmaning vid implementering av en rutin. Detta eftersom synen på en rutin och hållbarhetsarbetet ser olika ut i företaget. Subjektivitet och extra arbete är några av aspekterna som nämndes som problematiska. Med stöd från teorier och tidigare forskning har en rutin utvecklats och studien visar på att rutinen inte i sig kommer att bidra till företagets hållbarhetsarbete, men att den är början på en långvarig process som kan ses som en lärande loop. Implementeringen av rutinen kan ge uppkomst till motsättningar inom systemet. Genom kommunikation via företagets interna kommunikationskanaler och avtal kan motsättningarna hanteras. / The addition of the Annual Reports Act which was introduced in 2017, require large and medium-sized companies to report on their sustainability work. The new law creates great challenges for companies who will now report their sustainability work for the first time. The problem with reporting their environmental impact is the uncertainty with the calculations, especially with calculations from carbon dioxide emission from mobile sources. To calculate the carbon dioxide emission correct data must be collected uniformly in the organization. Zengun, which is a building entrepreneur and a decentralized organization will be doing their first sustainability reporting for 2017. It means that Zengun must collect data uniformly in the organization, where subcontractor is included. The aim of this study is to configure a routine to collect carbon dioxide data and investigate how the routine can contribute to the company’s sustainability work. Another aim is to map the internal communication regarding sustainability work in a decentralized organization. This result is based on material collected from a document study and interviews with key people within Zengun and Zengun’s subcontractors. The result shows that Zengun’s complex organization structure is a challenge when a routine will be implemented. The reason is that the view of a routine and sustainability work is different within the company. Subjectivity and extra work is some of the aspects which is mentioned as problematic. With support from the theories and previous research a routine has been configurated and the study shows that a routine will not in itself contribute to the company’s sustainability work, but it´s the start of a long progress towards a learning loop. Contradictions within the system can occur during the implementation of the routine. To handle the contradictions the communication through internal communication channels and contracts are crucial.