A robust enterprise system will enable companies to simplify their business process to achieve thespeed, efficiency and flexibility that are so fundamental for market survival. But implementations ofsuch enterprise system and their assimilation into the organizations seems to be very tricky and veryoften unsuccessful. The reasons are many, because it is not just the system that is new, but also theprocesses, collaboration patterns and job roles. However it is safe to say that the failures are not justdue to the technology, but also due to the inappropriate change management in connection with anintroduction of a new enterprise system.This bachelor thesis is aiming to identify, describe and explain the conditions contribution to asuccessful change management triggered by an enterprise system implementation process. This thesisis based on a case study in a large global pharmaceutical company that has embarked on a journey totransform their business processesThe most important conclusions resulted from this case study are that change management isabsolutely essential for successful assimilation of an enterprise system by the organization and thecase company is very well aware of it. The conditions that indicate the successful change managementare increased efficiency, simplified business processes, improved cross-functional collaboration, andhigh user satisfaction.

This Bachelor's thesis in Library and Information Science (LIS) aims to investigate the uprising of the digital collection mainly focusing on e-books and audiobooks of the public libraries in Sweden. The study also aims to create an understanding of consequences that affects the public libraries in the age of digital transformation. The thesis hypothesis is how public libraries are affected by digital transformation and how public librarians view technological development and democracy. The theoretical framework that is used is Access to Information by Michael Keeble Buckland from his book Information and Information Systems. The method used is interviews with six public librarians. The findings show that the respondents are mostly positively inclined to the public libraries using digital services and most of them wish there were a national infrastructure developed specifically for e-books and audiobooks.

Digitalisation and increasing competitive pressure drive original equipment manufacturers (OEMs) to switch their focus towards the provision of digital services and open-up towards increased collaboration and customer integration. This shift implies a significant transformational change from product to product-service providers, where OEMs realign themselves within strategic, business and procedural dimensions. Thus, OEMs must manage digital transformation (DT) processes in order to stay competitive and remain adaptable to changing customer demands. However, OEMs aspiring to become participants or leaders in their domain, struggle to initiate activities as there is a lack of applicable instruments that can guide and support them during this process. Compared to the practical importance of DT, empirical studies are not comprehensive. This study proposes three artefacts, validated within case companies that intend to support automotive OEMs in digital service provisioning. Artefact one, a layered conceptual model for a digital automotive ecosystem, was developed by means of 26 expert interviews. It can serve as a useful instrument for decision makers to strategically plan and outline digital ecosystems. Artefact two is a conceptual reference framework for automotive service systems. The artefact was developed based on an extensive literature review, and the mapping of the business model canvas to the service system domain. The artefact intends to assist OEMs in the efficient conception of digital services under consideration of relevant stakeholders and the necessary infrastructures. Finally, artefact three proposes a methodology by which to transform software readiness assessment processes to fit into the agile software development approach with consideration of the existing operational infrastructure. Overall, the findings contribute to the empirical body of knowledge about the digital transformation of manufacturing industries. The results suggest value creation for digital automotive services occurs in networks among interdependent stakeholders in which customers play an integral role during the services’ life-cycle. The findings further indicate the artefacts as being useful instruments, however, success is dependent on the integration and collaboration of all contributing departments.:Table of Contents Bibliographic Description II Acknowledgment III Table of Contents IV List of Figures VI List of Tables VII List of Abbreviations VIII 1 Introduction 1 1.1 Motivation and Problem Statement 1 1.2 Objective and Research Questions 6 1.3 Research Methodology 7 1.4 Contributions 10 1.5 Outline 12 2 Background 13 2.1 From Interdependent Value Creation to Digital Ecosystems 13 2.1.1 Digitalisation Drives Collaboration 13 2.1.2 Pursuing an Ecosystem Strategy 13 2.1.3 Research Gaps and Strategy Formulation Obstacles 20 2.2 From Products to Product-Service Solutions 22 2.2.1 Digital Service Fulfilment Requires Co-Creational Networks 22 2.2.2 Enhancing Business Models with Digital Services 28 2.2.3 Research Gaps and Service Conception Obstacles 30 2.3 From Linear Development to Continuous Innovation 32 2.3.1 Digital Innovation Demands Digital Transformation 32 2.3.2 Assessing Digital Products 36 2.3.3 Research Gaps and Implementation Obstacles 38 3 Artefact 1: Digital Automotive Ecosystems 41 3.1 Meta Data 41 3.2 Summary 42 3.3 Designing a Layered Conceptual Model of a Digital Ecosystem 45 4 Artefact 2: Conceptual Reference Framework 79 4.1 Meta Data 79 4.2 Summary 80 4.3 On the Move Towards Customer-Centric Automotive Business Models 83 5 Artefact 3: Agile Software Readiness Assessment Procedures 121 5.1 Meta Data 121 5.2 Meta Data 122 5.3 Summary 123 5.4 Adding Agility to Software Readiness Assessment Procedures 126 5.5 Continuous Software Readiness Assessments for Agile Development 147 6 Conclusion and Future Work 158 6.1 Contributions 158 6.1.1 Strategic Dimension: Artefact 1 158 6.1.2 Business Dimension: Artefact 2 159 6.1.3 Process Dimension: Artefact 3 161 6.1.4 Synthesis of Contributions 163 6.2 Implications 167 6.2.1 Scientific Implications 167 6.2.2 Managerial Implications 168 6.2.3 Intelligent Parking Service Example (ParkSpotHelp) 171 6.3 Concluding Remarks 174 6.3.1 Threats to Validity 174 6.3.2 Outlook and Future Research Recommendations 174 Appendix VII Bibliography XX Wissenschaftlicher Werdegang XXXVII Selbständigkeitserklärung XXXVIII

Digital technologies are disrupting firms of all sizes in all industries. This prompts firms to stipulate responses to the ongoing changes and challenges digitalization spawns. Especially family businesses, with their unique structural and behavioral characteristics and economic importance, in traditional industries must reinvent themselves and transform their business digitally to ensure longevity. Despite the recent increasing contributions of academia for the digital transformation phenomenon, attention for specific organizational forms, in particular family businesses is still scarce. A better understanding of how these organizations undergo a digital transformation is vital for family business adaptation and future survival. Therefore, this study emphasizes on the specific attribute of long-term orientation. Hence, the purpose of this study was to investigate family businesses’ long-term orientations impact their digital transformation process. For the intention to contribute to academia through theory building, we have chosen a qualitative, exploratory research design using a multiple case study of six selected family businesses. 14 semi-structured interviews with seven family managers and seven non-family managers were conducted to collect data. The results show that family businesses prepare a basis for their digital transformation through the influence of their long-term orientation. Building on our findings we developed a model of a digital foundation for family businesses endeavors in their digital transformation process to manage the three phases of digital transformation. This digital foundation as a capability affected by a family business long-term orientation impacts their digital transformation process in distinct ways.

Digital Transformation (DT) opens up to new opportunities for companies by providing organizational flexibility and improving their business models. Due to lack of resources in form of financial power and qualified employees, family-owned manufacturing companies have a hard time reaching DT. However, these companies try their best to reach DT and along the road various challenges arise. The challenges that arise, result in a complex situation that is hard to understand. Organizations with complex situations have difficulties to perform successful IT initiatives that are required to reach DT. The aim of this study was to identify challenges that family-owned manufacturingSMEs (FOMSMEs) encounter when striving for DT. Another aim of this research was to investigate how useful Soft Systems Methodology (SSM) is in helping family-owned manufacturing SMEs to understand their own complex situation. Also, the managerial practice called Enterprise Architecture Management (EAM) has been investigated regarding its usefulness in helping family-owned manufacturing SMEs to reach DT faster and easier. As a fourth and final aim in this study, an artefact has been created with suggested actions that address the identified challenges that FOMSMEs encounter when striving for DT. By interviewing employees who have participated in IT initiatives at a family-owned manufacturing SME, this research has been able to answer the research questions. Several challenges were identified; communication errors, old systems and exceeding deadlines in projects. All of these challenges can, with the help of SSM, be associated with the identified root challenge: Lack of overview of IT-landscape and strategy. The informants’ thoughts of usefulness of SSM in family-owned manufacturing SMEs were positive. In contrast, the informants’ thoughts of usefulness of EAM in family-owned manufacturing SMEs were negative. The argument expressed by the informants was that as long as the owner family makes most of the decisions, a new managerial practice as EAM will not be useful in family-owned manufacturing SMEs.

More and more institutions have begun to implement digital transformation. Identifying the reasons behind institutions’ digital transformation can help them make the right strategies. This thesis focuses on the digital transformation taking place in the financial industry and uses organizational institutionalism theory to analyze the influence of external pressures, and what responsible strategies institutions may adopt. We use qualitative methods to conduct the research. We interview eight employees from different institutions in the financial industry in China. Our findings show how coercive, mimetic, and normative pressures affect these financial institutions differently, and in responding to these pressures, these financial institutions develop office management systems and new digital products and services. The study evaluates to which extent the new digital reality fits the theory of the influence of external pressures on institutions. For managerial practice, the findings provide guidance in describing and diagnosing external pressures that drive digital transformation, and in coping with these pressures appropriately to formulate effective digital transformation strategies.

Digitalization has in many ways transformed the value offering for companies in several industries. Now a days, most manufacturing companies face the challenge to understand how to form their business models to ensure that it reflects the real value of a digital solution. A company with a traditional structure will most probably struggle with today’s constant need of business model renewal, where the business models of today should be more flexible and adapted to long term opportunities. In this qualitative extensive case study, the authors aim is to further explore values created by digital solutions and digital transformation of business models in manufacturing companies.  The result includes a framework of the most prominent values created by digital solutions and how they affect the business models in manufacturing companies. The empirical findings show that developing a business ecosystem with the customer as provider of the data is key for digitally transforming the business model. The value of data facilitates the process of developing comprehensive product-service systems in order to provide values such as availability and proactive abilities.

Many organizations are striving to reach the benefits that digital transformation brings, as there are clear benefits to be gained from digitizing an organization. However, a vast majority of companies fail to implement digital technology. Previous research within the field emphasizes that the organizational culture is crucial for the success of digitization projects. This study examines the relationship between digital transformation and organizational culture through a communicative approach, and the assumption is made that there is a reflexive relationship between organizational culture and communication. The study is based on a social constructivist perspective, where the aim is to contribute key insights regarding the importance of communication and organizational culture in digital transformation processes. The selected case company is SJ AB (Statens Järnvägar)—a major Swedish railway company. The intention is to assess SJ’s digital maturity, which is concretized by studying their employees’ perceptions of the implementation of SJ’s new scheduling system IVU— an implementation that did not meet the expected goals. The study has a qualitative approach; the method used is semi- structured interviews, where 13 interviews in total were conducted with employees from different departments within SJ’s organization. The results indicate that due to the divided organizational culture within the company SJ’s organization has different levels of digital maturity. The result also suggests that the insufficient communication may have been a contributing factor to the outcome of IVU. / Många organisationer strävar efter att nå de många fördelar som digital transformation medför. Emellertid misslyckas en övervägande del av företagen med att implementera digital teknik. Forskning inom området framhåller att organisationskulturen är avgörande för framgången av digitaliseringsprojekt. Denna studie undersöker förhållandet mellan digital transformation och organisationskultur utifrån ett kommunikationsvetenskapligt angreppssätt, och utgår från att det finns ett reflexivt förhållande mellan organisationskultur och kommunikation. Vidare utgår studien från ett socialkonstruktivistiskt perspektiv, vilket innebär att de kommunikativa processerna inom en organisationskultur skapar mening. Syftet med denna studie är att bidra med insikter om kommunikationen och organisationskulturens betydelse vid digital transformation genom att undersöka ett specifikt företag: SJ AB. Studien avser att besvara frågan om hur digitalt mogen SJ:s organisation är, vilket konkretiseras genom att studera medarbetarnas uppfattningar om implementeringen av SJ:s nya schemaplaneringssystem IVU, som inte resulterade i ett framgångsrikt utfall. Studien är av kvalitativ karaktär med semistrukturerade intervjuer som insamlingsmetod, och totalt genomfördes 13 intervjuer med medarbetare från olika delar inom SJ. Resultatet visar att SJ:s organisation har olika digitala mognadsnivåer då kulturen inom företaget är uppdelad, och att kommunikationen kan ha varit en bidragande faktor till utfallet av IVU.

Background: Digitalization is the latest trend in the world. Companies are driving the process of digital transformation in order to meet the digital age. Many factors influence digital transformation, of which a review of previous research has identified digital technology and digital leadership as two important factors in digital transformation.  Purpose: The purpose of this thesis is to understand the impact of resisting the digital transformation of enterprises from the perceived dimensions of their employees. Method: A deductive and quantitative approach was adopted. The online survey is the channel to collect primary data. The empirical data are sorted and analyzed by Excel and SPSS. To ensure the accuracy of the data, 253 raw data were sampled and finally collated into 173 data for further analysis. Conclusion: Summarizes the findings of our article, which explores the factors influencing employees' attitudes towards resistance to digital transformation. The results found that employees' attitudes towards digital tools and digital transformation were positively correlated. The findings of this article have some limitations and are described in terms of the research methodology, the findings of the study. It also suggests areas for future research.

Date: 1st of June, 2022 Level: Master thesis in Business Administration, 15 cr Institution: School of Business, Society and Engineering, Mälardalen University Authors: Orkhan Aslanov (1998/01/12) Muhammad Faisal Bin Zainal Fitri (1995/09/26) Title: Hidden costs in the managerial practices of remote working and digital transformation in Ericsson Supervisor: Edward Gillmore Keywords: Digital transformation, Remote working, Competences, Managerial practices, Pandemic Research question: What are the hidden costs in the implementation of digital tools for remote working and what kind of competences have managers developed to overcome challenges? Purpose: The purpose of this paper is to expand the horizons of what is currently understood within remote working regarding managerial practices in organizations by analyzing the emerging hidden costs of digital implementation for remote working in a Nordic-based organization as well to contribute to the limited existing research within this area. Method: The study follows qualitative analysis and the data was collected by conducting seven semi-structured online interviews with managers working at Ericsson's headquarters office in Stockholm. The thematic analysis approach is used which resulted in five themes: digital transformation, remote working, implications, competence development, and managerial practices. Conclusion: This study concludes with managers’ perspectives that Ericsson has successfully undertaken the digital transformation and remote working during the pandemic. Identifying hidden costs of the process helped the company to adapt its competence development and managerial practices.