The purpose of the study was to investigate the conditions of new employees during a digital onboarding process and the effects the digital format have on the results of the onboarding process. We performed a qualitative case study with semi-structured interviews. The study was conducted in an IT department in the public sector that worked consciously with a formal onboarding structure and whose work was mainly carried out remotely during COVID-19. We found that the organization succeeds well in communicating resources and information about the organization digitally and that the biggest challenges lay in communicating organizational culture, social connections and informal knowledge in distributed work. When new employees find it difficult to create interpersonal connectivity, they lose informal knowledge and social support that had been available for on-site work, which also leads to difficulties in understanding the organizational culture. Based on our results, we recommend increased work with social meeting points to enable interpersonal connectivity and informal information exchange, compilation of common systems, programs and abbreviations for new employees to more quickly understand the organization's language, increased work with pre-onboarding to use the important first time to strengthen employee experience and more opportunities for concrete practice together with, for example, a mentor or colleagues to more quickly acquire knowledge and get a clearer picture of what is expected in the new work role and informal knowledge in distributed work.

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IT-system utvecklas idag ofta i globalt distribuerade organisationer. Detta görs för att möta de krav som ställs från omgivningen samt för att finna specialkompetens. En global organisation kan medföra distribuerat arbete, alltså att utvecklingsgrupper sprids över flera platser. Ett problem med detta kan vara att få alla delar av verksamheten att arbeta mot ett gemensamt mål. Koordination – att hantera beroenden mellan element i komplexa organisationer för att möjliggöra effektivt arbete mot ett gemensamt mål – blir då en viktig aktivitet. Att kommunicera över distans i den takt organisationen kräver är en omöjlighet utan att implementera informations- och kommunikationsteknik (IKT) – digitala verktyg med fokus på kommunikation och spridandet av information. Vi vill i denna uppsats undersöka hur koordination sker i distribuerade IT-projekt, samt vilken roll IKT-stöd har vid koordination av distribuerade IT-projekt. Syftet med denna studie är att bidra med kunskap gällande användandet av IKT-stöd för koordination i distribuerade IT- projekt. Vi genomför denna kvalitativa fallstudie hos IFS World Operations AB – en global affärssystemsleverantör. Data har samlats in genom intervjuer med personer i olika roller inom det undersökta it projektet. Vi har ställt de empiriska resultaten i relation till teorier inom områden som koordination, IT-projekt samt IKT. Våra resultat visar att koordination i agila, distribuerade IT-projekt sker på två nivåer; strategisk samt operationell koordination. Dessa syftar att uppnå mål på olika nivåer. Vi har också kunnat dela in koordinationshandlingar i tre typer utvecklade från teori och observationer; ömsesidig anpassning, framväxande standardisering och organisationsförvaltning. Vi kan även sluta oss till att IKT-stöd främst förhåller sig till koordination på tre sätt i ett distribuerat IT-projekt; möjliggörande, medierande samt begränsande. Med stöd av de ovan presenterade resultaten har vi tagit fram faktorer vi funnit påverka möjligheten att koordinera IT-projekt. Dessa är; gruppdynamik, graden av distribution, fasta utvecklingsgrupper, utveckla teknik tillsammans med organisation samt standardiserade kommunikationskanaler. / Information systems are often developed in globally distributed organizations. Many times the reason for being distributed is to meet requirements and demands from the organizations surrounding and to acquire a specialized set of skills. Global organizations may choose to work distributed, which means that development teams are spread out over multiple locations. This can create problems; how do you make all parts of the organization work together towards a common goal? Thus, coordination – The management of interdependent elements in a complex organization so as to enable them to work together effectively toward a specific goal – becomes important. Long distance communication using information and communication technology (ICT) – digital tools with the purpose of endorsing communication and knowledge – is required to coordinate between locations. In this thesis we examine how coordination is performed in distributed IT-projects. We will also address the role that information and communications technology plays in coordination of these projects. The purpose of the study is to contribute with knowledge in the area of using ICT tools for coordinating distributed IT-projects. This qualitative case study was conducted in cooperation with IFS World Operations AB – a global provider of an Enterprise Resource Planning system. Our empirical data has been collected using five interviews, all with different types of roles from within IT-projects. The data has then been put in relation to theories concerning coordination, IT-projects and ICT. Our findings show coordination in distributed, agile software development projects is working on two levels; strategic and operational coordination. The difference lies with the motivation to complete goals on different levels of the organization. We can also conclude that there are three different kinds of means to carry out coordination; Mutual Adjustment, Emerging standardization and organizational management. Concerning the role of ICT in the coordination of distributed IT-projects we have found it to be threefold; enabling, mediating and limiting. Based on these findings we conclude this study by presenting five factors that influence the ability to coordinate distributed IT-projects. These are: group dynamics, level of distribution, fixed development teams, parallel development of technology and organization and standardized communication channels.