The purpose of this thesis is to provide a stepping stone for technological innovation in the development control process. As a foundational piece of research on this topic, it leverages classic technology adoption theory alongside an investigation of how municipalities adopt innovation for tools of planning, such as geographic information systems. This thesis provides a qualitative analysis of opportunities and barriers to the potential for the adoption of an online development control process, investigating satisfaction with the current process, perceptions on potential aspects of innovation within the process and willingness to adopt. The survey conducted revealed a gap between perceived versus actual satisfaction with the current process, conflicting views between municipal and consulting planners, and a strong overall interest the ability to submit development control applications online. This paper found that perceived barriers such as complacency with the current system can be overcome when confronted by innovation; however barriers including capital cost investment are real and require further consideration in the adoption process. Findings from this thesis point to a strong willingness for innovation of the process, especially the conception of an intuitive online development control process.

Current research has pointed out that a subsidiary ́s external network, constituted by its suppliers and customers at the local market, is very important for the corporation as a whole. In this study we seek to explore if this is the case for a certain Multinational corporation through exploring the usage of its networks. More specifically how the knowledge within its networks sharing contribute to the company’s innovation development process. A number of interviews have been conducted with personnel at a Multinational corporation, General Electric Healthcare Life Sciences in Uppsala. The results have been analyzed using a theoretical frame of reference covering network theory and a subsidiary’s part in it. Our findings show that even though the external network may play a necessary part, the internal network of a large Multinational corporation is an important resource and should not be ignored.