<p>Competition on today’s market is fierce. Providing a defect-free product is no more a competitive advantage. Now money and focus is put on managing the supply chain, a competitive tool to thriving in today’s business climate. There are two distinct flow pipelines: the order information transfer pipeline and the product transfer pipeline, both dependent on the collaboration efforts of individuals.</p><p>Evolving within supply chain management equals integrating the supply chain from basic to complex; from baseline or functional to internal or external. Bringing focus to where it is found to be lacking, this literary study highlights and connects issues that may arise during implementation of external supply chain integration. The focal point is thus on employee reactions to change, with each stage of implementation that the implementation issues connect to. Simultaneously, the study provides (pre)requisites to management during the different stages, which would support the implemented transition in its different phases.</p><p>The result of this study is a Manger Model that gives an overview of each of the implementation stages, the requisites for management and issues regarding employees at each of the stages. Constructed to be applicable to more than just external integration the model encompasses all the gathered models and theories through a discussion of not only the complexity of the internal and the external supply chain, but also the complex nature of the individuals caught within the implementation, both from the manager’s as well as the employee’s point of view.</p>

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Undersökning i denna uppsats har utgjorts av en fallstudie. Fokus i vårt arbetehar legat på implementering, ledarskap och delaktighet.Syftet med vårt examensarbete har varit att studera hur implementeringen avaffärssystem kan gå till i en offentlig organisation och hur medarbetarnasdelaktighet samt chefernas ledarskap ser ut under implementeringen. Detövergripande syftet har varit att identifiera förbättringsområden och ge förslagtill lösningar. Vi har utgått från att kombinera en kvantitativ enkät medkvalitativa djupintervjuer för vår fallstudie.Sammanfattningen av våra slutsatser var följande: Den studeradeorganisationen inom offentliga sektorn är stor, komplex, hierarkisk samt har enspecifik ansvarsfördelning med befattningar och behörigheter och därför har enstegvis implementering tillämpats. Styrkor i implementeringsprocessen harvarit: projektmetodik, planering, stegvis införande, nyckelpersonerna somavancerade användare, testverksamhet och en egen förvaltningsorganisation.Svagheter i implementeringsprocessen har varit: ledarskap, förändringsledning,delaktighet, utbildning, kommunikation, resursplanering, oklart syfte, otydligamål samt vision som inte kommunicerats ut till medarbetarna i organisationen.Svagheter och styrkor sammanfattades i en egenutvecklad modell som delarimplementeringsprocessen i två delar – den tekniska och den organisatoriska.Den avgörande faktorn i implementeringsprocessen visade sig vara denorganisatoriska delen med aspekter som handlar om organisation och ledning. / The investigation in this paper consisted of a case study. The focus of our workhas been on implementation, leadership and participation.The aim of this thesis was to study how the implementation of ERP can go to apublic organization and how employee participation and managers' leadershiplooks during implementation. The overall aim has been to identify areas forimprovement and suggest solutions. We have combined a quantitative surveyand qualitative interviews for our case study.The summary of our conclusions were the following: The studied organizationin the public sector is large, complex, and hierarchical and has a specificresponsibility with roles and permissions and that is why a stagedimplementation with sixth insertion step has been applied. Strengths in theimplementation process were: project methodology planning, gradual entry keypersonnel, and advanced users, testing activities and its own managementstructure. Weaknesses in the implementation process were: leadership, changemanagement, empowerment, education, communication, resource planning,unclear purpose, unclear objectives, and vision that are not communicated tothe employees in the organization. Weaknesses and strengths were summarizedin a proprietary model that shares the implementation process in two parts- thetechnical and the organizational. The decisive factor in the implementationprocess proved to be the organizational part, aspects of which involveorganization and management.

Formål: Dette studie havde til formål at få kundskab om køkkenmedarbejdernes oplevelse af og erfaringer med økologiomlægning i deres køkkener. Desuden var formålet at få indsigt i medarbejdernes oplevelse af undervisningens betydning i forhold til samarbejde og omlægningsningsprocessen. Metode: Der blev indsamlete valueringsskemaer med åbne svarmuligheder udfyldt af 327 kursusdeltagere, samt 50 lederevalueringer ligeledes med åbne besvarelser. Besvarelserne blev behandlet og analyseret med udgangspunkt i kvalitativ indholdsanalyse. Resultat: Studiet viste at medarbejderneoplever økologiomlægning, som en kompleks proces, der kræver ændringer af vaner og praksis. Samsyn blev nævnt somet væsentligt element, herunder en fælles målsætningpå medarbejdernes arbejdsplads, hvor økologien indgår,som en del af arbejdspladsens øvrige mål. Medarbejderneskal kunne se formåletmed økologien,både i relationtil eget køkken/arbejdeog gerne i en større helhed, ligesom de bør inddrages i processen. Samarbejde og kommunikation er gennemgående elementer i processen og bør understøttes. Bæredygtighed og sundhed nævntes, som motivation for hovedparten af medarbejderne. Viden og værktøjer er vigtige for at medarbejderne oplever håndterbarhed i forhold til processen, hvorfor medarbejdernes handlekompetencer og oplevede handlerum børstyrkes. Det gælder også i forhold til de strukturelle rammer,deropleves som udfordringeri forhold til økologiomlægning.Om økologiomlægning ses som mulighed eller udfordring, synes i en hvis grad at afhængeaf individet. Samlet synes undervisningen athave rustet medarbejderne i forhold til,og med bevidstgørelse om processen, men kan dog ikke stå alene, men der peges på behovet for en tydelig og opbakkende ledelse. Konklusion: Studiet viser,at medarbejderne er blevet styrket gennem undervisningsforløbet i forhold til incitament, viden og værktøjer omkring økologiomlægning. Økologien børvære et tydeligt fælles målsætning, som indgår i organisations øvrige mål. Det bør ses som løbende proces, som kontinuerligt skal styrkes blandt andet gennem viden samt opbakning fra en tydelig ledelse. Samtidig er der behov for at udfordre de eksisterende strukturelle rammer for at give større råderum / Aim: In this study,we aimed to learn how kitchen professionals perceiveand experience the transition to organic food. We also aimed to understand how employees view training in relation to collaboration and the transition process. Method: Participants attended a six-daycourse (two time three days) in organic food transition. The course was funded by governmental funds to promote organic food in public kitchens through training. After finished course the course participants (n=327) and leaders (n=50) completed evaluationforms comprising openended answers. All data was examined using qualitative content analysis. Result: Our participants described organic transition as a complex process that requires changesin habits and practice. Participants also mentioned the necessity of perceiving the organic food transition as a commongoal. Our data also shows that employees must be able to link the purpose of transitioning to organic food with their work and how it relates to the larger goal. Although most participants were motivated by sustainability and health issues, they reported that knowledge and instruments contribute importantly to making the process manageable. Participants expressed a need for their action competence and perceived action competency tobe strengthened. This was also mentioned in relation to structural framework, including economy, which were experienced as challenging in relation to the transition. If employees perceive transition as challenging or as opportunity for development likely will depend on the individual. Overall, the course seemed to prepare employees and increase awareness in relation to the process, but employees also expressed a need for a distinct and supportive leadership. Conclusion: We show here that training strengthens employees’ incentive, knowledge, and transitional instruments about the transition. Organic food must provide aclear and common goal that fits in to the overarching goal of the organization. This ongoing process requires continuous learning and distinct leadership support, as well as willingness to challenge the existing structural framework and gain increased latitude in the kitchens. / <p>ISBN 978-91-86739-90-4</p>

Les Achats Responsables (AR) constituent indéniablement un sujet d’actualité. Le développement récent de la littérature sur cette thématique montre qu’ils suscitent un intérêt croissant auprès du monde académique. On peut toutefois regretter le déficit de réponses à l’enjeu managérial de leur mise en œuvre opérationnelle. Cette thèse vise donc à combler ce manque en identifiant les antécédents (leviers et les obstacles) à l'adoption d'une démarche d'AR dans l'entreprise. Elle développe un cadre d'analyse original qui considère non seulement l'importance des antécédents intra-organisationnels pour l'adoption pérenne d'une telle démarche mais aussi le rôle clé joué par les relations collaboratives client-fournisseur. Ce cadre d'analyse a fait l'objet d'une validation empirique auprès de cinq grandes entreprises situées à des stades d'avancement distincts de la démarche d'AR.Les résultats montrent que les antécédents intra-organisationnels jouent un rôle critique pour la phase de mise en place et de déploiement, tandis que les antécédents inter-organisationnels (la relation collaborative client-fournisseur) apparaissent essentiels pour la pérennité de l'adoption des AR. Cette recherche apporte des indications pour activer ces leviers au cours du processus d'adoption des AR. Elle aide également les entreprises à évoluer leur niveau d'adoption des AR. / Purchasing Social Responsibility (PSR) is a topic of current interest. Recent literature development on this topic reflects the increasing interest amongst researchers. However, the existing literature fails to provide a comprehensive understanding of the PSR implementation process, which is also an issue of interest from a managerial perspective. This thesis aims to address this gap by identifying the antecedents (drivers and barriers) to PSR adoption process. We provide an original conceptual framework, which identifies intra-organizational antecedents to a sustaining adoption and sheds light on the important role of collaboration in buyer-supplier relationship.The empirical methodology is based on five case-studies with companies at different stages of PSR adoption process.The results show that intra-organizational antecedents play a critical role in achieving the set-up and operating phases, while inter-organizational antecedents (buyer-supplier collaboration) appear to be essential for the sustaining phase. This research provides comprehensive guidance for activating these leverages throughout the PSR implementation process, and it helps firms identify their level of PSR adoption.

A Open Innovation (OI) é uma abordagem emergente que têm despertado cada vez mais o interesse de especialistas e de estudos acadêmicos na área de inovação. Entretanto, a implemen-tação dessa estratégia ainda é desafiadora, especialmente para as Pequenas e Médias Empresas (PMEs). A carência de métodos e processos documentados e estruturados para implementar a OI, também são fatores que causam resistências e desestimulam muitas vezes as empresas. Ou-tro fato é que poucas pesquisas e trabalhos empíricos têm explorado o potencial e influência dos Sistemas Regionais de Inovação (SRIs) na implementação da OI nas empresas. Frente a essa problemática de pesquisa, esta Tese tem como objetivo geral desenvolver um processo de implementação da estratégia Open Innovation voltado para empresas de SRIs. O produto final da Tese é um framework que representa o Processo para Implementação da OI (PIOI). É uma ferramenta gerencial que visa auxiliar e orientar os gestores quanto as etapas, documentos, e forma mais apropriada para conduzir a implementação. Sobretudo, permite a compreensão dos elementos e Fatores Críticos de Sucesso (FCS) que interferem na melhoria da capacidade de inovação em PMEs. Este trabalho de Tese está estruturado em sete capítulos, com cinco artigos propostos. O artigo 1 busca identificar os fatores determinantes para a implementação da OI em SRIs. O artigo 2 apresenta uma revisão sistemática da literatura para identificar os FCS para implementação da OI no âmbito das empresas. No artigo 3, desenvolve-se uma pesquisa apli-cada com 50 empresas de um SRI para diagnosticar as estratégias de inovação e os FCS para implementação da OI. No artigo 4, propõe-se um framework para implementação da OI em PMEs de SRIs. No artigo 5, o framework é testado e avaliado empiricamente através de um estudo de caso de uma empresa. A estrutura metodológica geral da Tese está fundamentada no método de pesquisa construtivista (Design Science Research – DSR). Os artigos abrangem le-vantamento bibliográfico, survey, estudo de caso e pesquisa-ação, e empregam ambos os mé-todos, quantitativo e qualitativo, conforme seus objetivos. A Tese oferece importantes contri-buições acadêmicas e práticas ao abordar os FCS que interferem na implementação da OI, e ao desenvolver um processo para implementação dessa estratégia em PMEs de SRI’s. Além disso, representa uma oportunidade para que as empresas possam transformar e melhorar o seu pro-cesso de desenvolvimento da inovação, implementando mudanças de estratégia e introduzindo estruturas mais colaborativas que suportem novos modelos de negócios. / Open Innovation (OI) is an emerging approach that has increasingly attracted the interest of experts and academic studies in the area of innovation. However, implementing this strategy is still challenging, especially for Small and Medium Companies (PMEs). The lack of documen-ted and structured methods and processes to implement OI are factors that cause resistance and often discourage companies, besides the fact that few empirical studies and research have ex-plored the potential and influence of the Regional Innovation Systems (SRIs) in the implemen-tation of OI in companies. Faced with this research problem, this thesis has as general objective to develop a process of implementation of the Open Innovation strategy directed at SRIs com-panies. The final product is a framework that represents the Process for Implementing OI (PIOI). It is a managerial tool that aims to help and guide managers on the stages, documents, and the most appropriate way to carry out the implementation. Above all, it allows the unders-tanding of the elements and Critical Factors of Success (FCS) that affect the improvement of the innovation capacity of PMEs. The thesis is structured in seven chapters, with five proposed articles. Article 1 seeks to identify the determining factors for the implementation of OI in SRIs. Article 2 presents a systematic review of the literature to identify the FCS for implementing OI in companies. In Article 3 we carry out an applied research with 50 companies in a SRI, in order to diagnose their innovation strategies and the FCS to implement OI. In Article 4, we propose a framework for the implementation of OI in PMEs of SRIs. In Article 5, the framework is empirically tested and evaluated through a company’s case study. The general methodological structure of the thesis is based on the constructivist research method (Design Science Research - DSR). The articles cover literature review, survey, case study and action research, and use both quantitative and qualitative methods, according to their goals. The thesis offers important academic and practical contributions by addressing FCS that affect the implementation of OI, and by developing a process to establish that strategy in PMEs of SRIs. In addition, it represents an opportunity for companies to change and improve their innovation development process by implementing strategy shifts and introducing more collaborative structures that support new business models.

A Open Innovation (OI) é uma abordagem emergente que têm despertado cada vez mais o interesse de especialistas e de estudos acadêmicos na área de inovação. Entretanto, a implemen-tação dessa estratégia ainda é desafiadora, especialmente para as Pequenas e Médias Empresas (PMEs). A carência de métodos e processos documentados e estruturados para implementar a OI, também são fatores que causam resistências e desestimulam muitas vezes as empresas. Ou-tro fato é que poucas pesquisas e trabalhos empíricos têm explorado o potencial e influência dos Sistemas Regionais de Inovação (SRIs) na implementação da OI nas empresas. Frente a essa problemática de pesquisa, esta Tese tem como objetivo geral desenvolver um processo de implementação da estratégia Open Innovation voltado para empresas de SRIs. O produto final da Tese é um framework que representa o Processo para Implementação da OI (PIOI). É uma ferramenta gerencial que visa auxiliar e orientar os gestores quanto as etapas, documentos, e forma mais apropriada para conduzir a implementação. Sobretudo, permite a compreensão dos elementos e Fatores Críticos de Sucesso (FCS) que interferem na melhoria da capacidade de inovação em PMEs. Este trabalho de Tese está estruturado em sete capítulos, com cinco artigos propostos. O artigo 1 busca identificar os fatores determinantes para a implementação da OI em SRIs. O artigo 2 apresenta uma revisão sistemática da literatura para identificar os FCS para implementação da OI no âmbito das empresas. No artigo 3, desenvolve-se uma pesquisa apli-cada com 50 empresas de um SRI para diagnosticar as estratégias de inovação e os FCS para implementação da OI. No artigo 4, propõe-se um framework para implementação da OI em PMEs de SRIs. No artigo 5, o framework é testado e avaliado empiricamente através de um estudo de caso de uma empresa. A estrutura metodológica geral da Tese está fundamentada no método de pesquisa construtivista (Design Science Research – DSR). Os artigos abrangem le-vantamento bibliográfico, survey, estudo de caso e pesquisa-ação, e empregam ambos os mé-todos, quantitativo e qualitativo, conforme seus objetivos. A Tese oferece importantes contri-buições acadêmicas e práticas ao abordar os FCS que interferem na implementação da OI, e ao desenvolver um processo para implementação dessa estratégia em PMEs de SRI’s. Além disso, representa uma oportunidade para que as empresas possam transformar e melhorar o seu pro-cesso de desenvolvimento da inovação, implementando mudanças de estratégia e introduzindo estruturas mais colaborativas que suportem novos modelos de negócios. / Open Innovation (OI) is an emerging approach that has increasingly attracted the interest of experts and academic studies in the area of innovation. However, implementing this strategy is still challenging, especially for Small and Medium Companies (PMEs). The lack of documen-ted and structured methods and processes to implement OI are factors that cause resistance and often discourage companies, besides the fact that few empirical studies and research have ex-plored the potential and influence of the Regional Innovation Systems (SRIs) in the implemen-tation of OI in companies. Faced with this research problem, this thesis has as general objective to develop a process of implementation of the Open Innovation strategy directed at SRIs com-panies. The final product is a framework that represents the Process for Implementing OI (PIOI). It is a managerial tool that aims to help and guide managers on the stages, documents, and the most appropriate way to carry out the implementation. Above all, it allows the unders-tanding of the elements and Critical Factors of Success (FCS) that affect the improvement of the innovation capacity of PMEs. The thesis is structured in seven chapters, with five proposed articles. Article 1 seeks to identify the determining factors for the implementation of OI in SRIs. Article 2 presents a systematic review of the literature to identify the FCS for implementing OI in companies. In Article 3 we carry out an applied research with 50 companies in a SRI, in order to diagnose their innovation strategies and the FCS to implement OI. In Article 4, we propose a framework for the implementation of OI in PMEs of SRIs. In Article 5, the framework is empirically tested and evaluated through a company’s case study. The general methodological structure of the thesis is based on the constructivist research method (Design Science Research - DSR). The articles cover literature review, survey, case study and action research, and use both quantitative and qualitative methods, according to their goals. The thesis offers important academic and practical contributions by addressing FCS that affect the implementation of OI, and by developing a process to establish that strategy in PMEs of SRIs. In addition, it represents an opportunity for companies to change and improve their innovation development process by implementing strategy shifts and introducing more collaborative structures that support new business models.

BACKGROUND. Researcher have identified a relevance for profit-seeking new ventures to implement “Business Sustainability 3.0” standards in order to face current social and environmental challenges, like scarcity of resources. Research, moreover, suggest that new ventures would me more open to implementing the standards of “Business Sustainability 3.0”. The authors of this thesis initiate this field of research in the context of a new venture in the form of a single case study. PURPOSE. The purpose of this study is to explore the implementation process of “Business Sustainability 3.0” standards in a new venture. The aim is to identify challenges in the implementation process and how they can be approached by new ventures. METHODOLOGY. The implementation process of “Business Sustainability 3.0” standards was researched based on a single case study in a new venture striving to achieve the standards. The authors conducted a semi-structure interview with a sustainability manager within the company. The empirical data was analyzed based on the translation process of the Actor-Network Theory. RESULTS. The authors conclude that a new venture cope with “Business Sustainability 3.0” by making use of being a new venture founded with a specific purpose and by addressing challenges that appear during the implementation process. Two measures are suggested to support addressing these challenges: striving for transparency and internalizing the standards for the company’s compartments. The Actor-Network translation process is considered to be a suitable method when analyzing the integration process of “Business Sustainability 3.0”.

This diploma thesis covers the procedure of process optimalization within the project of design and implementation of automatic identification system in DTZ Liberec s.r.o. The theoretical part defines the general scope of business processes, their management and improvement. Furthermore, it gives an account of the fundaments of project management and presents the basic technologies of automatic identification, as well as possibilities for its use. The practical part describes the project and presents its outcomes. After introduction into company's situation, basic issues connected with project team assembly are outlined. The core of the practical part covers the identification of processes in areas, where automatic identification is being implemented, definition of specifics of their use and design of process changes with the goal of increasing their efficiency. In conclusion, the values of process measurement indicators, gained within the test run of the implemente system, are presented. The goal of the thesis is to propose process optimalization in chosen company using automatic identification technology.

Bakgrund: Vi spenderar en stor del av våra liv på arbetet och det är därför viktigt att det utformas på så sätt att det främjar vårt välbefinnande och vår hälsa. Aktivitetsbaserat kontor (ABW) blir allt mer modernt att införa och det kan vara viktigt med en genomtänkt implementeringsprocess för att förbereda anställda. Syfte: Studera vad anställda upplever som hindrande och möjliggörande faktorer för deras välbefinnande under en implementeringsprocess till ABW och användning av ABW efter flytt. Metod: Studien var en kvalitativ longitudinell studie. Fokusgrupper genomfördes med medarbetare och chefer på två av Trafikverkets kontor innan samt efter flytt till ABW. Datamaterialet analyserades med en kvalitativ innehållsanalys. Resultat och slutsats: Möjliggörande faktorer för medarbetares välbefinnande innan flytten var meningsfull process, information, engagerade chefer, aktiviteterna samt att de hade en förhoppning om att ABW skulle öka samverkan. Hindrande faktorer var farhågor som att tappa samhörighet och inte få en plats i nya kontoret, brist på transparens, brist på delaktighet, oengagerade chefer, dålig återkoppling och känsla av att ingen hänsyn togs till vilka behov som fanns. Möjliggörande faktorer för medarbetares användning av ABW efter flytten var att man var nöjd med kontorsmiljön, ökad gemenskap och ökad samverkan. Hindrande faktorer uppgavs vara att spelreglerna inte var tydliga eller följdes, tekniken stöttade inte arbetssättet, cheferna hade det svårare med ledarskapet, lägre effektivitet, brist på uppföljning, brister i kontorsmiljön, sämre gemenskap och samverkan, dålig återkoppling samt att ABW inte passade medarbetares behov. Individuella och organisatoriska behov kan ha påverkat resultatet, det kan också ha varit de hindrande faktorerna. Resultatet tyder på att det är viktigt att ha en meningsfull implementeringsprocess. / Background: We spend a lot of our time at work and therefore it is important that work is formed in a way that promote well-being and health. Activity-based office (ABW) becomes more and more popular and a thoughtful implementation process to prepare the employees seems important. Purpose: The purpose was to study employee’s experience of hindering and enabling factors for well-being during the implementation process of ABW and the use of ABW after relocation. Method: The study was a qualitative longitudinal study. Focus groups were conducted with employees and managers at The Swedish Transport Administration, located in two different offices, before and after relocation to ABW. Qualitative content analyses were conducted to analyze the material. Result and conclusion: Enabling factors for employee’s well-being prior to relocation were a perceived meaningful process, information, dedicated managers, activities and an expectation that ABW could increase collaboration. Hindering factors were fear of losing affinity and not get a place in the new office, lack of transparency, lack of participation, unengaged managers, lack of feedback and lack of consideration of what needs exist. Enabling factors after relocation for the use of ABW were satisfaction with the office environment, increased community and collaboration. Hindering factors were rules that were unclear and no one followed them, technology did not support the working method, manager’s struggle with leadership, decreased efficiency, lack of follow-up, deficiencies in the office environment, poor community and collaboration, lack of feed-back and a low perceived need-supply fit. The result indicates that it can be important with a meaningful process.