Non-Profit-Organisationen (NPO) stehen vor vielfältigen Herausforderungen, die sie daran hindern, ihre Aufgaben erfolgreich zu erfüllen. Eine dieser Herausforderungen betrifft das Freiwilligenmanagement, das für einen nachhaltigen Betrieb unerlässlich ist. Um sie zu bewältigen, müssen enge Beziehungen zu Freiwilligen aufgebaut, Innovationen unterstützt und Strategien für Planung und Umsetzung entwickelt werden. Die digitale Transformation kann Probleme lösen und Effizienz, Reichweite sowie Transparenz verbessern, aber ihre Einbindung in den Non-Profit-Bereich ist noch begrenzt. Das Ziel dieser Masterarbeit besteht darin, die operativen Feinheiten von NPO zu erforschen, wobei der Fokus auf Herausforderungen, insbesondere im Freiwilligenmanagement, liegt. Erschlossen werden soll, wie die Digitalisierung Lösungen bieten kann. Angestrebt wird, auf Basis der Forschungsergebnisse umsetzbare Maßnahmen zu entwickeln und die Forschungsfrage zu beantworten: Wie ist das Freiwilligenmanagement in NPO organisiert, und welche Möglichkeiten der Digitalisierung können genutzt werden?:Zusammenfassung Abstract Inhaltsverzeichnis Abbildungsverzeichnis Tabellenverzeichnis 1. Einleitung 1.1. Forschungsgrundlage und Relevanz der Arbeit 1.2. Forschungsfragen und Ziele der Arbeit 1.3. Überblick zum Aufbau der Arbeit 2. Theoretischer Teil 2.1. Digitale Transformation in Organisationen 2.2. Non-Profit-Organisationen 2.3. Freiwilligenmanagement in Non-Profit-Organisationen 2.4. Status quo: digitales Freiwilligenmanagement in Non-Profit-Organisationen 3. Methodik 3.1. Ausgewählte Methode 3.2. Untersuchungsgruppe: Profil der Interviewten 3.3. Ablauf der praktischen Untersuchung 4. Ergebnisse 4.1. Quantitative Ergebnisse 4.2. Qualitative Ergebnisse nach Teilfragen 4.2.1. Nutzung und Zufriedenheit 4.2.2. Probleme und Lösungen auf Basis der digitalen Transformation 4.2.3. Herausforderungen in der Freiwilligenarbeit und Digitalisierungstreiber 4.2.5. Verbesserungspotenziale und Auswirkungen 4.2.6. Einfluss ehrenamtlicher Arbeit auf die digitale Transformation 5. Diskussion 5.1. Zusammenfassung der Ergebnisse 5.2. Erklärung und Interpretation der Ergebnisse 5.3. Einschränkungen der Untersuchung 5.4. Empfehlungen für zukünftige Forschung 6. Fazit Literaturverzeichnis Anhang Eidesstattliche Erklärung / Non-profit organizations (NPOs) face a variety of challenges that prevent them from successfully fulfilling their missions. One of these challenges concerns volunteer management, which is essential for sustainable operations. Overcoming it requires building strong relationships with volunteers, supporting innovation and developing strategies for planning and implementation. Digital transformation can solve problems and improve efficiency, reach and transparency, but its integration in the non-profit sector is still limited. The aim of this master's thesis is to explore the operational intricacies of NPOs, focusing on challenges, particularly in volunteer management. The aim is to explore how digitalization can offer solutions. The aim is to develop implementable measures based on the research findings and to answer the research question: How is volunteer management organized in NPOs, and what opportunities for digitalization can be used? For this purpose, a mixed methods approach combining quantitative measurements and qualitative interviews is used. The findings resulting from this integrated approach provide differentiated insights into the world of NPOs, in particular into volunteer management. The resulting discussion serves to summarize the interpretative analysis of the data and contextualize the findings based on the existing literature on digitalization in NPOs. Focusing on the possible integration of digital solutions in volunteer management, the project aims to identify ways to overcome challenges in non-profit organizations and thus contribute to the ongoing discourse on the importance and impact of digital transformation in the non-profit sector:Zusammenfassung Abstract Inhaltsverzeichnis Abbildungsverzeichnis Tabellenverzeichnis 1. Einleitung 1.1. Forschungsgrundlage und Relevanz der Arbeit 1.2. Forschungsfragen und Ziele der Arbeit 1.3. Überblick zum Aufbau der Arbeit 2. Theoretischer Teil 2.1. Digitale Transformation in Organisationen 2.2. Non-Profit-Organisationen 2.3. Freiwilligenmanagement in Non-Profit-Organisationen 2.4. Status quo: digitales Freiwilligenmanagement in Non-Profit-Organisationen 3. Methodik 3.1. Ausgewählte Methode 3.2. Untersuchungsgruppe: Profil der Interviewten 3.3. Ablauf der praktischen Untersuchung 4. Ergebnisse 4.1. Quantitative Ergebnisse 4.2. Qualitative Ergebnisse nach Teilfragen 4.2.1. Nutzung und Zufriedenheit 4.2.2. Probleme und Lösungen auf Basis der digitalen Transformation 4.2.3. Herausforderungen in der Freiwilligenarbeit und Digitalisierungstreiber 4.2.5. Verbesserungspotenziale und Auswirkungen 4.2.6. Einfluss ehrenamtlicher Arbeit auf die digitale Transformation 5. Diskussion 5.1. Zusammenfassung der Ergebnisse 5.2. Erklärung und Interpretation der Ergebnisse 5.3. Einschränkungen der Untersuchung 5.4. Empfehlungen für zukünftige Forschung 6. Fazit Literaturverzeichnis Anhang Eidesstattliche Erklärung

Yes / Legacy systems have continued to pose a major challenge to digital transformation efforts in public administration. A comprehensive review of literature suggests seven levels of complexity in transforming legacy systems, including, being a stand-alone system, being part of a larger system, and data incompatibility, each depicting unique criteria and challenges. Nonetheless, very little is known as to what degree these complexities implicate the implementation of digital transformation efforts in public administration (PA). To address this gap, this research conducted an analysis on four cases of digital transformation in three European PA settings (i.e., Denmark, the Netherlands, and the UK). The findings revealed complexities that pose the key challenges to systems interoperability and integrability, which are crucial in any digital transformation project. In addition, a comprehensive understanding of the systems to be transformed, the policies which they are serving, and the broader PA setting in which they are implemented were deemed central to succeeding in digital transformation efforts.

Yes / Africa has recently focused on an ambition to achieve digital transformation through the pursuit of various flagship initiatives which are aimed at achieving its ‘Agenda 2063’ objectives. Digital transformation will be better achieved through appropriate cyber governance policies and mechanisms, and the success of Africa’s Digital Transformation Strategy 2020-2030 hinges on diverse factors. According to the Strategy, African governments have a fundamental responsibility to create an enabling environment, with policies and regulations that promote digital transformation across foundation pillars, which include cybersecurity. The Strategy also stipulates the need to reinforce the region’s human and institutional capacity to secure the cyberspace by building trust and confidence in the use of cyber technologies. The aim of the paper is to examine Africa’s cyber governance agenda in relation to peace and security. While there are political dimensions to determining the thresholds of such discourses in Africa, the uncertainties of governance mechanisms, political underpinnings and limitations in digital capacity may mean that international standards of cyber governance have merely been theoretical in the African context. The paper examines Africa’s extant policies and political strategies for cyber governance, and the region’s interaction with international cyber governance processes. The paper further discusses the prospects and challenges to cyber governance in the region, and the approaches to leveraging international cooperation in promoting cyber stability in the region.

Yes / Information systems are critical for companies since they offer quick and easy access to complex and significant data in a structured manner to make informed and effective business decisions. Hence, the objective of this study is to conceptualize and implement an innovative information system in the case study organization. The study identified the requirements for Organizing Vision Theory (OVT) and developed architecture based on Organizational Information Processing Theory (OIPT). This architecture is designed and developed using the Industrial Internet of Things (IIoT) to support a self-organizing vision and enhanced information processing. The study’s contribution lies in developing and executing an integrative architecture of IIoT-driven information systems from the lenses of OVT and OIPT. Further, this study contributes by mapping OVT elements (such as transparency, continuity, and coherence) and OIPT elements (information processing needs and capabilities) to drive value and knowledge through a robust architecture of IIoT-driven information systems. The study also highlights the contribution of IIoT-based information systems to a new knowledge system, facilitating better decision-making by professionals.

Informationsteknologi, IT, och hållbarhetsarbete har blivit två strategiska frågor i nästintill alla företag. Företag måste implementera IT för att optimera nuvarande verksamheter och transformeras till IT-drivna affärsmodeller som kräver hög kompetens och strategiskt tänkande vilket många små- och medelstora företag, SMF, saknar. Att köpa rekonditionerad IT-hårdvara är ett alternativ till att agera hållbart. Däremot erbjuder de företag som levererar rekonditionerad IT sällan mycket mer än just hårdvara eftersom de också ofta saknar de resurser som krävs för att tillhandahålla ytterligare tjänster inom IT. IT-tjänster är ofta avgörande om SMF ska bli kunder eller inte eftersom att köpa all IT från en leverantör minimerar administrationskostnader samtidigt som det skapar djupare relationer mellan kunden och leverantören. De bristande interna resurserna bland SMF har lett till att de frigör delar eller hela verksamheter till externa leverantörer. Frigörandet är däremot inte riskfritt för SMF. Att överlämna delar av verksamheten till externa leverantörer kräver nära relationer med leverantörer vilket gör kommunikationen mellan dem avgörande. Ett sätt för leverantörer att skapa relationer med kunder är genom att utveckla tjänstefiering, det vill säga gå från varucentrerat till tjänstecentrerat erbjudande. För att utveckla tjänstefiering, trots avsaknaden av interna resurser, måste leverantörer samproducera erbjudanden. Genom att skapa ett interaktivt samarbete i nätverk där aktörer tillsammans tillhandahåller erbjudanden har lett till nya värdeskapande system kallat värdekonstellationer. Leverantörer och kunder är nu tillsammans med och skapar värde och kunden ses inte längre som konsument utan snarare medproducent då de är med och deltar i produktionen. Aktörernas roll har således blivit vidgade. De bristande resurserna är inte längre ett hinder för att utveckla nya erbjudanden eftersom de i konstellationen bidrar med resurser samtidigt som de bygger relationer med varandra. / Information technology, IT, and sustainability work have become strategic questions in almost any business. Not only do firms have to implement IT to optimize current operations, they must transform into new business models which requires high level of competence and strategic thinking which especially small and medium-sized enterprises, SME, tend to lack. Buying refurbished IT-hardware is an option for SME to act sustainable. However, suppliers of those goods seldom offer much more as they too tend to lack the resources needed to provide IT services. IT services are usually critical whether SME will become customers or not since buying IT from one supplier minimizes administration costs as well as it creates deeper relationships. Lack of internal resources has led to SMF outsource parts or whole operations more frequently to external suppliers. But the outsourcing does not come harmless. Leaving an operation to an external supplier requires close relationship with the supplier to maintain quality, making the communication vital. A way for a supplier to facilitate relationships is to develop servitization, i.e go from product- to service-centric offers. To develop servitization regardless the scarce resources suppliers have to co-produce offers. Creating an interactive strategy in networks consisting of actors that co-produce offers creates new value creating systems- value constellations. Suppliers and customers are now part of the value creation as they both participate in the production. Their roles have been broadened and the scarce resources as a barrier has now been eliminated as they now share competences while their relationships are being flourished.

I en tid av kris såsom Covid-19 pandemin har det visat sig vara av stor betydelse att kunna hantera omställningen och anpassningsbarheten mot en allt mer digital arbetsmiljö. Att kunna ställa om till dagens moderna, digitala arbetsmiljö har blivit möjligt bland annat tack vare dagens teknologi. Vid en sådan snabb omställning som skedde i många företag våren 2020 och framåt utmanades både sättet att tänka och agera kring den moderna arbetsmiljön. Med detta i åtanke ligger fokus i denna undersökning på att ta reda på hur svenska IT-konsultbolag har hanterat denna omställning. Vad har anpassning till nya sätt att bedriva arbete på distans genererat för erfarenheter som kan komma till gagn för framtida liknande scenarier. Vidare bygger studien på en kvalitativ undersökning där tre IT-konsultbolag har intervjuats. IT-konsultbranschen bedömdes intressant då de i regel har en lång tradition av hög kundkontakt och arbete ute hos kund. Den teoretiska grunden utgörs av en forskarrapport byggd på en grundad teori där bland annat mängder av publikationer studerats för att ta fram lämpliga strategier för omställningen till en mer digital arbetsmiljö. Resultaten av studien visade att IT-konsultbolagen var relativt väl förberedda för att arbeta på distans i en digital arbetsmiljö. Studien visade också att teori och empiri stämde ganska väl överens med varandra. / In a time of crisis such as the Covid-19 pandemic, it has proved to be of great importance to be able to handle the transition and adaptability to an increasingly digital work environment. Being able to switch to today's modern, digital work environment has become possible due to today's technology. With such a rapid changeover that took place in many companies in the spring of 2020 and beyond, both the way of thinking and acting around the modern work environment was challenged. With this in mind, the focus of this study is on finding out how Swedish IT-consulting companies have handled this change. What has adaptation to new ways of conducting work at distance generated for experiences that can benefit future similar scenarios. Furthermore, the study is based on a qualitative survey in which three IT consulting companies have been interviewed. The IT-consulting industry was considered interesting as they usually have a long tradition of high customer contact and work with the customer. The theoretical basis consists of a research report based on a grounded theory where, among other things, numerous publications have been studied to develop appropriate strategies for the transition to a more digital work environment. The results of the study showed that the IT-consulting companies were relatively well prepared to work remotely in a digital work environment. The study also showed that theory and empiricism corresponded quite well with each other.

The public cultural sector in Sweden has been facing the challenges of digitalization over the last decade. The Swedish government has over these past years introduced various strategies and visions for taking advantage of the opportunities that digitalization provides. Due to the implications of the pandemic, many public cultural sector organisations were forced to go through some form of rapid digitalization. However, it is not known how these rapid digital efforts will affect the public cultural sector going forward. Digitalization is not a one-time event, a change in organisational strategy, processes and culture need to happen for digital transformation to occur. The case study of Malmö Opera examines the digitizing activities between 2017 - 2022 in the context of digital transformation. The results of the study showed that although digital efforts had been made prior to the pandemic, a rapid period of digitization occurred during the pandemic years. During 2020 and 2021 the organization took substantial strides in digital progress speed up by the impacts of the pandemic. After the restrictions lifted, digital developments in Malmö Opera were at a slow down due to a lack of dedicated recourses that had be available during the pandemic. The findings of this theses suggests that digital transformation is one way to face the challenges that digitalisation provides. By applying a framework or process for the digital transformation journey this provides a tool for decision makers for how to approach digital transformation on an organisational level.

TITEL: Den offentliga sektorns förändringsagent - En kvalitativ flerfallsstudie av hur mellanchefen inom den offentliga sektorn bedriver förändringsledning vid digital transformation FÖRFATTARE: Ebba Jonsson och Jennifer Lindén HANDLEDARE: Janet Johansson BAKGRUND: Samhället genomgår en digital transformation. Människor har i allt högre grad digitaliserat sina vardagliga liv och ställer krav på att den offentliga sektorn följer med i utvecklingen. Den digitala transformationen kräver teknisk kompetens men studier visar att ledarskapet är avgörande för en lyckad digital transformation. Mellanchefen som befinner sig mellan den strategiska ledningen och den operativa verksamheten har en viktig roll i förändringsarbetet vid den digitala transformationen. Den digitala transformationen innebär stora förändringar varför denna blir intressant att undersöka i kontexten av offentlig sektor, som enligt litteraturen är stabil och trögrörlig. SYFTE & FORSKNINGSFRÅGOR: Syftet med denna studie är att skapa en djupare förståelse för hur mellanchefen inom den offentliga sektorn bedriver förändringsledning vid digital transformation. - Utifrån Kotters modell, hur arbetar mellanchefer inom den offentliga sektorn för att skapa en grund för och vidare implementera förändring? - Hur arbetar mellanchefer inom den offentliga sektorn för att bemöta hindrande faktorer, liksom motstånd från medarbetarna, vid förändringsledning? SLUTSATS & KUNSKAPSBIDRAG: Studien bidrar till litteraturen kring ledarskap och förändringsledning vid digital transformation genom att rikta fokus på mellanchefen inom offentlig sektor. Studien visar att mellanchefsrollen är mångsidig och komplex. Med hjälp av en organisationsstruktur som uppmuntrar till förändring och ett tydligt uppdrag kan mellanchefen hantera och balansera ett tryck från både externa och interna intressenter. Mellanchefens strukturella närhet till den operativa styrkan men även den strategiska ledningen leder till att den digitala transformationen kan förankras i och anpassas efter verksamheten. Mellanchefen kan i sin position arbeta för att involvera, motivera och engagera medarbetarna i förändringsarbetet vid digital transformation. NYCKELORD: Förändringsledning, mellanchef, digital transformation, ledarskap, offentlig sektor. / TITLE: The Change Agent within the Public Sector - A qualitative multiple case study of how the middle manager in the public sector conducts change management in digital transformation AUTHORS: Ebba Jonsson and Jennifer Lindén SUPERVISOR: Janet Johansson BACKGROUND: The society is going through a digital transformation. Citizens are increasingly digitalizing their everyday life and they require that the public sector is following the technological development. The digital transformation requires technical competencies, but studies show that leadership is crucial for a successful digital transformation. The middle manager situated between the strategic management and the operational level will have an important role in the change process. The digital transformation comes with major and rapid organizational changes. An interest awakens to examine the digital transformation in the context of the public sector, which according to previous literature is stable and inert. AIM & RESEARCH QUESTIONS: The aim of this study is to create deeper understanding of how the middle manager within the public sector conducts change management within digital transformation. - Based on Kotter’s model, how do the middle managers within the public sector create a solid ground for implementing a change? - How do the middle managers within the public sector handle hindering factors, such as resistance to change from the employees, when leading a change? CONCLUSION & CONTRIBUTION: The study contributes to the literature on leadership and change management in digital transformation by focusing on the middle manager in the public sector. The study shows that the middle manager role is complex and versatile. Having an organizational structure that encourages change together with a clear mission, the middle manager can handle and balance pressure and interests from both external and internal stakeholders. The middle manager's structural proximity to both the operational forces and the strategic management lead to that the change can be anchored in all parts of the organization and adapted to the operations. The middle manager can be a key player, working as a change agent, within the digital transformation. KEY WORDS: Change Management, Middle Manager, Digital Transformation, Leadership, Public Sector.

The use of digital technologies has changed the way organizations operate. Engaging in digital transformation has become a crucial activity for organizations to stay relevant in today’s rapidly changing business environment. Recent research has started to focus on digital transformation at a project level but limited research has been done on projects at a multi-organizational level. To contribute to this research gap, an exploratory case study investigating an ongoing multi-organizational digital transformation project in the forestry industry has been conducted. The research question is “What is the role of collaboration in a digital transformation project and how does it affect the expected outcomes?”. The findings reveal that collaboration is a requirement to realize the expected project outcomes, but also that the outcomes can generate further collaborations. This creates a continuous process that can induce digital transformation at an industry level.

Denna studie visar hur både sensemaking och berättelser tjänar som verktyg för att ge fördjupad förståelse för de implikationer som digitalisering innebär för moderna organisationer och därigenom samspelet mellan organisering och digitalisering. Berättelser bidrar med en djupare förståelse för hur sensemaking konstrueras och struktureras i en organisation under digital transformation. Sensemaking och berättande visar hur organisationen konstruerar olika förändringsbilder av digitalisering, hur dessa fluktuerar, samt vad detta kan innebära för organisationens arbete med detta. / This study shows how both sensmaking and storytelling serve as a tool for providing in-depth understanding of the implications that digitalization entails for modern organizations and thereby the interaction between organizing and digitization. Stories contribute with a deeper insight of the way in which sensmaking is constructed and structured within an organization undertaking digital transformation. Sensemaking and storytelling show how the organization portrays various change images of digitization, the way these fluctuate, and what implications they may pose for organizations.