Due to rapid technological development and its increasing impact on our everyday life, the way we work, and the conditions under which we do so, organizations may lose their competitive edge if they do not participate in the digital transformation. Extant literature highlights individually researched areas on how digital transformation changes work design such as virtual teams or communication technologies but rarely examines the phenomenon in more general terms. However, because work design is vital for a range of outcomes including but not limited to employee cognitions and learning, productivity and innovation, job satisfaction and commitment, as well as employee health and well-being providing a broad view on how digital transformation affects work design in today’s organizations is beneficial. Therefore, this Master Thesis provides an overarching picture of the changes in work design owed to digital transformation in contemporary societies, combining previously researched change dimensions with new insights from empirical data in a comprehensive framework. Two different qualitative methods, an online qualitative expert survey conducted with 39 participants followed by three semi-structured expert interviews revealed that changes in work design owed to digital transformation can - in line with the literature reviewed prior to conducting the study though varingly strong discussed - be categorized into the following six domains: Performance measurements, higher job demands and increasing competency requirements, increasing technologization, increased influence, work-life setup, communication and collaboration. Next to that, results suggest performance measurements as another change dimension evolving from digital transformation. Moreover, this Master Thesis suggests a strong relation between changes in work design and changes in leadership owed to digital transformation, wherefore future research may aim to study the interrelations between changes in both subject areas in more depth.

Atualmente vive-se uma transformação digital na indústria, que está sendo referenciada como uma nova revolução e conhecida como a quarta revolução industrial. Essa nova revolução foi precedida por três anteriores, sendo que a primeira foi baseada no carvão como fonte de energia, impulsionando, assim, as máquinas a vapor e transformando o trabalho artesanal em automatizado; posteriormente, houve a segunda revolução industrial, baseada em conceitos de eletricidade para atingir a produção em massa; já a terceira revolução industrial baseou-se em sistemas eletrônicos e computacionais, tendo como o seu maior expoente os sistemas Supervisory Control and Data Aquisition (SCADA), que foram utilizados para aprimoramento e eficiência da linha de produção. Hoje, vive-se no limiar da quarta revolução industrial, que se apoia fortemente nas tecnologias habilitadoras, tais como: Internet of Things (IoT), machine learning, big data analytics, cyber-physical systems (CPS), machine-to-machine (M2M) e cloud computing. Essas tecnologias, trabalhando cooperativamente, são utilizadas para promover a transformação digital descrita nas visões ao redor do mundo, entre as quais se destacam: Industry 4.0, Industrial Internet Consortium e Manufatura Avançada. A presente pesquisa visa caracterizar as tecnologias habilitadoras, as visões da transformação digital e o cenário Brasil para esta nova realidade. O objetivo central é a definição de uma plataforma de transformação digital aplicada ao cenário da indústria de Utilities. Para a identificação do setor industrial, optou-se pela aplicação de um questionário direcionado às indústrias da região metropolitana de Campinas. Esse questionário serviu para traçar o nível de conhecimento, aderência e perfil profissional desejado pelas empresas relacionadas com a transformação digital. Na análise do questionário para o grupo estudado, verificou-se desconhecimento estratégico sobre a transformação digital e resistência para aplicação dos novos conceitos na cadeia de suprimentos existente. Para suprir esta necessidade e como prova de conceito foi proposta uma plataforma para transformação digital para a questão da água, com o objetivo de alcançar uma gestão eficiente dos recursos atrelada ao uso racional da água. Para a definição da plataforma foi realizado o levantamento de todo o processo de uma planta de tratamento de água, implantada nos moldes da terceira revolução industrial, de modo a melhorar o processo aplicando-se os conceitos da transformação digital na nova plataforma definida. Como resultado, o estudo de caso contribuiu para o projeto PURA-USP juntamente com o projeto SafeCity, do convênio Huawei-USP no âmbito do conceito de cidades inteligentes, integrando a transformação digital na gestão eficiente dos recursos hídricos no campus USP da capital. Adicionalmente, inseriu-se a capacitação técnica também no projeto Huawei-USP, denominada Centro de Internet do Futuro, habilitando e capacitando os profissionais para as novas tecnologias. / Nowadays, there´s a digital transformation in the industry, which is being referred to as a new revolution, known as the fourth industrial revolution. This new revolution was preceded by three previous ones, the first one was based on coal as a way of source energy, boosting the steam engines and turning the manual labor into automated; posteriorly the second industrial revolution was based on electricity concepts to achieve mass production; and the third industrial revolution, which was based on electronics and computer systems, having as its greatest exponent the systems Supervisory Control and Data Acquisition (SCADA) and programmable logic controllers (PLC), which were used for improvement and production line efficiency. Today we are on the bound of the fourth industrial revolution, which strongly supports itself at enabling technologies, such as: Internet of Things (IoT), big data analytics, cyber-physical systems (CPS), machine-to-machine (M2M) and cloud computing. These technologies are working cooperatively used to promote digital transformation described in the sights around the world, between them are: Industry 4.0, Industrial Internet Consortium and Advanced Manufacturing. This research aims to characterize the enabling technologies, the visions of the digital transformation and Brazil scenario for this new reality. The main objective is the definition of a digital transformation platform applied in the industry scenario. To identify the industry it was chosen the application of a questionnaire targeting the industries at the metropolitan region of Campinas. This questionnaire was used to trace the level of knowledge, adherence and professional profile required of companies related to digital transformation. In the questionnaire analysis for the group in the scope there was strategic unfamiliarity about the digital transformation and resistance to application of new concepts in the existing supply chain. To meet this need and as a proof of concept, a platform for digital transformation for the water issue was proposed with the objective of achieve an efficient management of resources linked to the rational use of water. For the platform definition was performed a survey of the whole process of a water treatment plant that was implemented along the lines of the third industrial revolution and improved the process by applying the concepts of digital transformation in the new set platform. The case study aimed to contribute to the PURA-USP project, integrating the digital transformation in the efficient management of water resources on campus USP capital. Additionally, technical training was also included in the Huawei-USP project, denominated the Future Internet Center, enabling and training professionals for new technologies.

In 2011, home-video distribution company, The Criterion Collection, teamed up with streaming-content provider Hulu, extending their business model to include online streaming to subscribers through Hulu Plus. With the rise of Over-The-Top (OTT) media distribution services into the at-home market, the question that Criterion now faces is: how will the company survive as the market shifts away from Criterion’s established values? And, more pertinently, how does Criterion, by rebranding their image to compete in the streaming market, hope to attract new users without alienating their established fan base or sacrificing their brand identity? This thesis examines the Criterion Collection’s brand identity, business model, and history, focusing on its packaging and promotion, distribution channels (physical and streaming), and the formation of a self-established cinephile community through their website, Criterion.com. In my examination of Criterion’s attempts to branch out into new markets and adapt to alternative modes of media consumption, I argue that Criterion is taking strides to attract new audiences and build a tightly knit online fan community around their brand.

Industry 4.0 and the smart factory concept are both relevant for academia and companies. Many are talking about it but few understand the challenges that exist before, during, and after an implementation. The thesis aim is to map out the largest challenges with an implementation and also dive deeper into the question of which competence that will be required in a smarter production. To address these questions a qualitative study with thirteen interviews has been conducted, ten of which with practitioners and three with experts in the area. From the interviews the following findings and conclusions could be drawn. Firstly, the largest challenges with implementing industry 4.0 and smart factories will be, large CAPEX (Capital Expenditure) investments, organisational change management, and cyber threats. Secondly, Industry 4.0 is not going to be a revolution it is more going to be an evolution. Thirdly, implementing the smart factory concept is linked to a lot of uncertainty and especially uncertainty related to which competences that will be required. No one can with certainty define exactly what competences that are required but an education in IT and statistics with an analytical mindset will be key elements. There is also a model for how companies are recommended to think when filling vacancies created in the transition to a smarter production in the analysis chapter.

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TV4-Gruppen är en av Sveriges största medieföretag som på kort tid upplevt betydande strukturella förändringar för att kunna anpassa sig efter den pågående digitaliserade marknaden.  I takt med den digitala transformationen har användares beteenden och behov förändrats, något som därmed ökat kravet på närvaron på sociala medier. Idag är TV4-Gruppen oerhört aktiva på olika sociala plattformar och når en bred publik med sina över 30 olika sociala kanaler. Bristen av ett verktyg som enar publicering, moderering och analysering av data, gör det emellertid svårt att kunna utnyttja alla resurser som finns tillgängliga. Denna undersökning syftar till att finna och presentera ett verktyg för sociala medier som möter TV4-Gruppens behov vad gäller tekniska lösningar, men som även kan underlätta och förbättra interna arbetsprocesser över alla kanaler och därmed säkra den digitala affären. Genom att kartlägga ett antal leverantörer baserat på en tidigare genomförd kravspecifikation, samt en mer detaljerad undersökning i form av en poängmatris där två av leverantörerna jämförts, Spredfast och Sprinklr, kunde resultaten konstatera att Sprinklr är det mest lämpade verktyget som kan uppfylla företagets krav, behov och önskemål.

The business landscape as we know it is being disrupted by an increasing usage of emerging digital technologies, to reap the benefits of the new technological opportunities managers need to transform their organizations. To do so, research literature proposes striving towards digital maturity. However, knowledge within the area of digital transformation and digital maturity is insufficient amongst organizational leaders. Moreover, theoretical guidance in terms of which changes that are required to increase digital maturity in an organization, is still absent in research literature. To address the academic gap and provide guidance in practical challenges, the research objective to create a framework to evaluate digital maturity was constructed. To reach this objective, the following research questions were derived: RQ1: Which levels can digital maturity be divided into and what characterizes each level? RQ2: When progressing upwards along the digital maturity scale, what are the key dimensions that allow transition from one level to the next? To answer the research questions and thereby meet the research objective, an abductive, multiple case study of large companies in the manufacturing and service industry was performed. 16 interviews and two workshops were conducted to provide the data which was then thematically analyzed and structured to provide answers to the research questions. Our findings were then used to construct the Digital Maturity Framework. Our findings suggest the following three levels of digital maturity; Awareness, Experience, and Autonomy. The characteristics of each levels is expressed in six organizational dimensions, namely Processes, Leadership, Culture, Strategy, Analytics, and IT. To transit from one maturity level to the next, Leadership in terms of change management is a key dimension in all transitions. Before organizations qualify for the level Awareness, they must first lay the foundation through Process management. Experimenting and testing new digital tools and technologies is a key dimension to reach the level Experience, and Strategy is a key dimension in both the transition to Experience and the transition to Autonomy. Our findings contribute with a more nuanced framework of digital maturity as well as guidance for managers about what they need to do to progress in digital maturity. The importance of change management is the most valuable managerial implication of our findings, because change will always trigger friction in the organization, which in turn requires strong and driven leaders to drive the change.

The digital environment we live in today puts pressure on businesses to adapt and digitally transform their organizations. In 2018 Örnsköldsviks municipality started Digilots, a program which aims to help organizations in the region with digital transformation. This thesis intention is to help the municipality and other actors in the public sector understand the challenges and needs of small to medium sized enterprises (SME) to better help them support these companies in their digital transformation. The study accomplishes this by looking at previous research on the subject as well as collecting empirical data from SMEs in the region of Örnsköldsvik. The purpose of the study is therefore to investigate how actors from the public sector can aid SMEs in their digital transformation. The study finds that there are multiple challenges faced by both the SMEs in the region and within the municipality. The challenges include mainly a lack of knowledge and resources needed to pursue a digital transformation. This thesis contributes to the current body of research in two ways. The first is a practical contribution to Örnsköldsvik municipality in the form of a new way for them to engage with SMEs and help them with their digital transformation. Secondly the study presents empirical evidence on the struggles of digital transformation of SMEs and how the public sector can help address issues faced by SMEs.

Numerous companies experienced the digital transformation of their functional and operationalstrategies. Among all the business sectors, which are being transformed, the industrial sector exhibits aconsiderable delay in transforming its operational strategy. The most significant underlying reason isthe high expenditure involved in upgrading the hardware components and infrastructure. According tothe literature, transformed companies enjoyed higher revenues and became more innovative. However,in most researches, an instant character was given to the transformation, and only a few years wereinvestigated; therefore, there was a need to describe the dynamics of the transformation with differentstages based on how it was executed. The digital transformation variable constructed in this studycontained the missing information from both the time the transformation was implemented and thespecific level it has reached. In particular, the investigated sample included ten firms from theindustrial sector of motion, automation, and robotics over ten years, and a panel data analysis wasconducted by utilizing the developed digital transformation variable. The analysis revealed that boththe business revenue and patented innovations were positively related to the transformation. Thetransformation brought immediate results to the innovation aspects, and all the examined companiesimproved their patented innovations. In contrast, the relationship of the business revenue with thelevel of the digital transformation was found impaired compared to previous studies. The investigationof the impact of the time lag resulted in the same conclusions for both explored variables, whereas themodel has been found robust against changes in the constructed digital transformation variable. Sincemore time and resources are required for the industrial sector to enjoy the transformation benefits, thissector must be studied independently by understanding its unique implications for the interpretation ofthe transformation outcomes.

The purpose of this study is to develop knowledge about why digitization can be precarious, what problems can arise and how digitization has become a pedagogic issue. This was done by transcribing and analyzing podcasts where advisors, termed digitization experts, discuss their observations.  Furthermore, the survey presents the issues as formulated by the digitization experts, the solutions they offer and how digitization affects social and pedagogical processes. The collected data was analyzed with a sociocultural perspective and interpreted with a hermeneutic methodology. The study presents how the political agenda has influenced technological development and describes how technological aids have been criticized from as early as the 1950s, as well as more recent research that deals with the same field.  The study concludes that digitization to a large extent affects how values, knowledge and skills arise and change individuals. It appears that digitization can inhibit pedagogical processes. The findings suggest that digital transformation entails risks that can be avoided if people are made aware of them. Furthermore, the results indicate that to create a sustainable digital work environment, companies need to make more comprehensive cultural changes as the digital transformation places new demands on, among other things, the work environment and leadership. It also appears that digitization has created a new form of equality issues where certain social groups risk being excluded and discriminated against. The results also demonstrate that to create a sustainable digital work environment, it needs to be developed on the basis that it should be to the benefit of the people and to support work processes, not replace them. It was also discovered that the digitization experts' statements are often based on a management perspective rather than an employee perspective.