This thesis has contributed to academia by looking at what to include in a security awareness strategy, and how to apply this to industries, as this has not been done before. For this a case study and semi-structured interviews with security professionals/responsible, knowledgeable of industries have been performed. The result emphasize five steps: knowledge, motivation, communication, learning/ training and evaluation, by teaching knowledge at different levels, consider PMT factors, choose the right communication aspects, use interactive/context based learning activities and to evaluate knowledge, behavior and attitude.  When applied to industries, the study highlights the industrial culture, like customized knowledge, communication/learning activities that are relatable and don’t hinder industry workers, and finally to evaluate attitudes. This study's limitations and research recommendation could be the lack of fieldwork. However the findings also contribute to practice, given their real-life settings application potential, such as the generated security awareness model of this thesis.

In our era, digital technology is one of the fastest-changing areas. It impacts our private life, well-being, economics, politics and warfare. This essay intends to answer how digital transformation affects combats and state and non-state actors and also how these digitalised combats compromise social sustainability. The findings include social media and online platforms, dark web and cyberterrorism, cryptocurrency, remote sensing and surveillance, machine learning and AI, and digitally enabled strategies. The analysis was done by the Centre of Gravity model, social sustainability and securitisation theory. The thesis follows a comparative case study approach about Kenya and Nigeria therefore the essay address al-Shabaab and Boko Haram as the two prominent terrorist groups and the empirical data are related specifically to these countries and these diasporas.

The rapid development of artificial intelligence (AI) has led to significant changes in the business environment and academic discussions. AI boosts productivity and positively impacts the competitive advantage of organisations. However, it also has its dark sides, such as prejudice, non-transparent processes, and people's fears that AI will be able to take their jobs in the future. The successful implementation of AI in organisations depends on several factors, including geopolitical, cultural, ecosystem, organisational, and individual factors. Geopolitical context and cultural differences can play an important role in the adoption and implementation of AI in organisations. This study examines the influence of geopolitical and cultural contexts on the decision-making process for the adoption and implementation of AI by managers from the fashion retail industry in Sweden and India. Given the extensive scope of these contexts, the authors narrowed their focus on specific factors. In the cultural context, the authors consider selected dimensions of the GLOBE project that reflect national culture. Within the Geopolitical context, particular attention is given to aspects such as data access and control, as well as the regulatory framework. In the course of this study, semi-structured interviews were conducted, and additional secondary data was studied. The study showed that the specifics of data access and control, as well as governmental legislative regulation, directly affect the decision-making process regarding the adoption and implementation of AI. As for the cultural context, here the degree of influence is heterogeneous, and decision-making on the implementation of AI is not always subject to the direct influence of the national cultural factors.

Enterprise low-code plattformar är något som stora organisationer och företag använder för att möjliggöra organisationsförändringar, orkestrera affärsprocesser och utvinna potential med citizen development. Forskningen runt low-code plattformar ligger dock efter, vilket gör att organisationer blir beroende av marknadsanalytiker och konsulter i den utforskande fasen i deras implementation. För att möta den brist på tidigare forskning inom enterprise low-code plattformar så har vi designat och utfört en fallstudie där vi studerat Arbetsförmedlingens implementation och användning av PegaSystems low-code plattform. Baserat på resultatet från denna studie så har vi tagit fram rekommendationer för framtida implementationer av enterprise low-code plattformar. Vi fann att Pegakompetens, mognad och struktur är viktiga och avgörande faktorer i ett Pegaprojekt. Vi fann också att tidig satsning och prioritering av Pegas Situational Layer Cake är nyckeln för att kunna utnyttja och skapa återanvändning, öka effektivitet, bygga en generisk grund och kunna använda citizen development. Våra rekommendationer till framtida implementationer är därför att (1) prioritera utveckling av Situational Layer Cake (2) Ta fram en projekttidslinje och strategi som är medveten om organisationens egen nivå av Pegakompetens, mognad och struktur.

ABSTRACT           Date:   2023-05-31      Level:   Bachelor thesis in Business Administration, 15cr      Institution:   School of Business, Society and Engineering, Mälardalen University Authors:     Malin Godenius (95/10/06)   Victoria Karlson (94/04/01)   Sophia Röse (99/12/06)      Title:   Unravelling the Dynamics of Managerial Attention Allocation: Exploring the Impact of Digital Technologies and Heuristics      Supervisor:   Edward Gillmore      Keywords:   Attention-Based View, Heuristics, Digital Technologies, Digital Transformation, Attention Allocation, Managers      Research questions:  RQ1: What effect do digital technologies have on managers' attention allocation? RQ2: How do digital technologies substitute or complement managers' heuristics?      Purpose:   This study aims to explore and understand how increased access to digital technologies influences managers' attention allocation. The primary purpose is to investigate how digital technologies may substitute or complement managers' heuristics. Consequently, this can aid organisations' awareness of the potential impact to effectively adopt specific approaches to improve managers' decision-making and avoid information overload.      Method:   An exploratory, qualitative multiple case study consisting of six interviews was conducted to align with the purpose. The data was gathered through semi-structured interviews with managers at several companies within the energy and power industry. The data collection focuses on the three elements digital technologies, heuristics, and the attention-based view, which are then analysed through thematic analysis to identify their influence on one another.      Conclusion:   This study identifies the effect of digital technologies on attention allocation and heuristics. Attention allocation is negatively and positively impacted through digital technologies, allowing managers to, e.g., access an abundance of information which in turn can lead to information overload. Digital technologies additionally have a complementary effect on heuristics, the degree of which differs depending on several factors and situations. A substitutional effect is not as common and appears in combination with process automation.

La transformación digital ha permitido convivir con nuevas alternativas de trabajo, inicialmente con el teletrabajo y ahora con el smart working. En este sentido, el principal objetivo de esta investigación es analizar las perspectivas del smart working como metodología de trabajo en las organizaciones. El presente substantial research paper (SRP) se llevó a cabo a partir de un estudio minucioso de diferentes artículos que poseen alto factor de impacto (FI) y se encuentran publicados en revistas indizadas. Por tanto, dicha selección respalda el desarrollo y las conclusiones de este trabajo de investigación. Como resultado del análisis de los artículos, se identificaron siete subtemas: (1) smart working: definición, características y formas de trabajo relacionadas, (2) smart work center (SWC), (3) desafíos para la implementación del smart working, (4) rol e impacto de las tecnologías de la información y comunicación (TIC) aplicadas al smart working, (5) experiencias de países u organizaciones que se aproximan a su implementación, (6) factores favorables para ambas partes: empresa y colaborador, (7) factores adversos para ambas partes: empresa y colaborador. Finalmente, cabe aclarar que esta modalidad de trabajo ya se practica en diversos países como Corea del Sur, Italia, Suecia, Holanda, Reino Unido, Rusia, Australia y Letonia. / The digital transformation has made it possible to coexist with new work alternatives, initially with teleworking and now with smart working. In this sense, the main objective of this research is to analyze the prospects of smart working as a work methodology in organizations. This substantial research paper (SRP) was carried out from a thorough study of different articles that have a high impact factor (IF) and are published in indexed journals. Therefore, this selection supports the development and conclusions of this research paper. As a result of the analysis of the articles, seven sub-themes were identified: (1) smart working: definition, characteristics and related forms of work, (2) smart work center (SWC), (3) challenges for the implementation of smart working, (4) role and impact of information and communication technologies (ICT) applied to smart working, (5) experiences of countries or organizations approaching its implementation, (6) favorable factors for both parties: company and collaborator, (7) adverse factors for both parties: company and collaborator. Finally, it should be noted that this type of work is already practiced in several countries such as South Korea, Italy, Sweden, the Netherlands, the United Kingdom, Russia, Australia and Latvia. / Trabajo de Suficiencia Profesional

This research paper investigates the need from two different stakeholders, in the purpose to formulate prerequisites for a digital business model that are in line with a digital transformation strategy. The paper contains qualitative and quantitative research methods to gather data. The scope of the research was to create a digital business model with business model innovation with input from two stakeholder and data from customers. To create a basis for the research a literature review was executed on the keywords business models, business model innovation, digital transformation, digital transformation strategy, business process management, stakeholder management, customer relations and transport management. Findings showed one digitized business model and one digitalized business model that fits a digital transformation with cooperation between stakeholders. / I denna uppsats undersöks behovet från två olika intressenter i syfte att formulera förutsättningar för en digital affärsmodell som är i linje med en strategi för digital transformation. Uppsatsen innehåller kvalitativa och kvantitativa forskningsmetoder för att samla in data. Forskningens omfattning var att skapa en digital affärsmodell med affärsmodellinnovation med input från två intressenter och data från kunder. För att skapa en grund för forskningen utfördes en litteraturgenomgång på nyckelorden affärsmodeller, affärsmodellinnovation, digital transformation, digital transformationsstrategi, affärsprocesshantering, intressenthantering, kundrelationer och transporthantering. Diskussionen och slutsats visar en digitaliserad affärsmodell och en digitaliserad affärsmodell som passar en digital omvandling med hjälp av samarbete mellan intressenter.

Digital Transformation is changing the ICT industry and companies must act with speed to stay in the race. In order to be a credible business transformation partner, responding to industry changes and customer demands faster, companies today are transforming themselves and embarking on their digital journey and digitalization is high on every company’s agenda.   Most of these transformation initiatives fail or are progressing slowly and one major reason for this is organizational barriers to transformations. These barriers are challenging as organizations and employees react differently to change. Hence in this paper, I will study the transformation process and try to identify and understand the barriers and the most challenging stage of the transformation by interviewing eleven executives from across companies which are in various stages of their Digital Transformation journey. Even though significant number of barriers were identified in the Initiation and the Transition phases, the results indicate that each phase is equally important and is an outcome of the previous phase. By addressing barriers in the first two phases and taking concrete actions, the resistance can be reduced, and organizations can smoothly transition and transform ensuring that the organization and staff embrace the changes.   Several barriers to change and transformation were identified ‐ Unclear Company Vision and Goal of the Transformation; Top Management, Leaders and their Leadership style; Project group, Organizational set‐ up and Agility; Change and Middle managers lacking expertise; Lack of Rewards and Incentives; Unclear Measurement systems, Lack of HR involvement and a strong Learning culture missing.   In this work with executives working across a variety of industries, the findings suggest that by putting people first and by running change management programs with more people‐centric approaches can lead to dynamic results. The study revealed the need for top leaders and executives to present a united front, provide more autonomy, increase collaboration and transparency across project functions and structures. Middle managers and HR need to work together bettersupporting and coaching the employee’sindividual development plans, tracking changes, creating an atmosphere that engages and energizes employees and by rewarding or incentivizing employees ensure that the changed behaviours stick and quickly spread throughout the organization. Siloed organizational structures were further identified as making the organizations obsolete and the transformation journey must begin by putting together diverse project teams encompassing the right capabilities and skills with a clear driver of change.

Digital transformation effects the way companies engage with their customers, which is reflected in the post-purchase offerings. This change and added utilization of digital technologies allow companies to capture more data about their customer through different sources and by having the digital capabilities to transform this data into knowledge, companies can offer better products and personalized experiences. The purpose of this thesis is to investigate how a traditional company in the white goods sector can improve its post-purchase phase offerings to engage with its customers, through the use of digital technologies, by conducting a case study on Electrolux. To do so, an extensive literature review was conducted and key learnings used to investigate the post-purchase offerings from Electrolux, compared with three traditional and eight born digital companies. Empirical data is collected through direct observation, desk research, and interviews. Overall, the analysis revealed Electrolux offers about the same to its customers as the other companies in the post-purchase phase. However, the differences are in the process behind the creation of each offering. This lead to the creation of a substantive model that presents the process by which a company in the white goods sector can deliver personalized and data-driven experiences to their customers. The model additionally outlines the need for a quick-learning environment, developed through testing and experimentation within the companies. Concluding, the conclusions and recommendations suggested identifies what focuses need to be implemented by traditional companies in the white goods sector in order to succeed in a digital environment.

[pt] Transformação Digital deveria estar na pauta de praticamente todas as discussões estratégicas das empresas hoje em dia. Não se trata apenas de tecnologia da informação, mas também de um tema multidisciplinar que, sob a ótica da estratégia empresarial, face às profundas mudanças nas relações com clientes, fornecedores e concorrentes, muitas vezes resulta em ações inovadoras e, em muitos casos, até mesmo na reinvenção do próprio negócio da empresa. Nesse contexto, essa pesquisa qualitativa visou identificar o estágio de maturidade de transformação digital de uma empresa nacional de tecnologia, de acordo com uma série de fatores e direcionadores propostos por modelos teóricos da literatura pesquisada, tais como: a intensidade do uso de tecnologias digitais, o grau de digitalização dos concorrentes, o comportamento digital do cliente, as estratégias dos gestores, a estrutura organizacional, a cultura organizacional, o grau de investimento em novas tecnologias, entre outros. Foram realizadas entrevistas em profundidade com roteiro semiestruturado, que nortearam o estudo de caso, com 12 colaboradores que ocupavam cargos distintos em diferentes posições hierárquicas na companhia. O material das entrevistas foi submetido à análise de conteúdo e discutido com a literatura pesquisada. Concluiu-se que os modelos teóricos considerados e a pesquisa de campo realizada mostraram-se adequados à realidade da empresa, ajudando a diagnosticar sua situação atual e sugerindo caminhos de continuidade na sua jornada de transformação digital. / [en] Digital Transformation should be on the agenda of virtually every strategic discussion in companies today. It is not just about information technology, but also about a multidisciplinary issue that, from the perspective of business strategy, in the face of profound changes in relationships with customers, suppliers and competitors, often results in innovative actions and, in many cases, even in the reinvention of the company s own business. In this context, this qualitative research aimed to identify the stage of digital transformation maturity of a middle-sized brazillian national company, according to a series of factors and drivers proposed by theoretical models of the researched literature, such as: the intensity of the use of digital technologies , the degree of digitalization of competitors, the customer s digital behavior, the manager s strategies, the organizational structure, the organizational culture, the degree of investment in new technologies, among others. In-depth interviews were carried out with a semi-structured script, which guided the case study, with 12 employees who occupied different positions in different hierarchical levels in the company. The material from the interviews was submitted to content analysis and discussed with the researched literature. It was concluded that the theoretical models considered and the field research carried out proved to be adequate to the company s reality, helping to diagnose its current situation and suggesting paths for continuity in its digital transformation journey.