The previous research has illustrated that knowledge management (KM) is an important source of a competitive advantage, and there is a relationship between organizational culture and knowledge management. This dissertation extends the concept from knowledge management to knowledge business (k-business), and explores the relationship between organizational culture and KM strategies. This research intends to determine: Can k-business transform an organization? What are the antecedents that affect the choice of codification and personalization strategies? A survey containing four instruments was used: Cameron & Quinn's (1999) OCAI, Lawson's (2002) KMAI, Choi & Lee (2003)'s Knowledge Management Strategy Instrument, and Skyrme's (2001) K-Business Readiness Instrument. The survey link was forwarded to the companies who have been acknowledged for their knowledge management achievement by KMWorld; a total of 193 complete responses were analyzed. The results revealed that k-business can create a competitive advantage for organizations; different culture types can be the antecedent of different types of KM strategy. Clan culture is positively related to personalization strategy; significant association exists between hierarchy culture and codification strategy; and there is a significant correlation between adhocracy culture and personalization strategy. Market culture does not significantly affect knowledge management strategies.

The purpose of this thesis is to acquire knowledge of how Swedish SMEs could use Jugaad as an advantage when internationalizing towards India and as a tool for innovation. The phenomena has been identified and analyzed in relation to innovation theories and internationalization. The research has been done following a qualitative research method, resulting in a deeper understanding of how the phenomenon works and impacts Swedish SMEs. A deductive approach towards the research has been used, due to limited empirical studies of the research phenomena.   Furthermore the literature review includes theories from internationalization, international knowledge, innovation and the phenomena Jugaad. Based upon the literature review a conceptual framework where created, visualizing the relations between the theories. The conceptual framework has further been used when studying the empirical data, collected from four different sources.   The analysis addresses the similarities differences between the theory and empirical findings, based upon the structure of the conceptual framework. The last chapter is conclusion, where the results based upon the analyze, are presented. Furthermore the implications, limitations and what we suggest for further research is presented. The main theoretical implications this thesis has created an understanding of how a Jugaad mindset can enhance innovation and create new market opportunities for companies using a frugal and flexible approach. The practical implications of this thesis resulted in that the phenomena Jugaad were unknown by the respondents. However did the respondents recognize patterns that could be aligned with the phenomena Jugaad, and agreed on the fact that innovation is key to continued success?

Purpose – Due to faster innovation cycles and competitive markets, current methods for implementing and adapting business processes can not keep pace with changing requirements and cause BPM solutions to falls short of business needs. The purpose of this paper is to propose a new approach for implementing an agile BPM methodology by substituting the plan-build-run approach with an incremental prototype-based model, removing intermediaries from the time critical path of business process evolution, and empowering end users to change business processes at runtime by manipulating process artefacts. Design/methodology/approach – Based on interviews with customers and stakeholders and our experience in implementing complex BPM solutions in SMEs, we propose key concepts for an agile BPM approach and derive basic requirements for implementing a BPM system that allows users to redefine business processes during their execution. This analysis is supplemented by a brief overview of current research trends in modelling and implementing agile BPM. Originality/value – All existing solutions examined by our team imply a separate modelling step by users or process managers. The designed key concepts enable users to implicitly model processes without interrupting day to day operations. Our approach enables organisations to introduce business process management in areas where agility is very important (e.g. product development) or to increase operational agility in areas with established BPM. Practical implications – An agile BPM solution can give organisations the flexibility they need to react quickly to changing markets and customer needs. We want to help them to introduce standardization and efficiency without losing agility. In areas where classical BPM is in place, our approach can increase the adaptation rate of process changes. In the areas of knowledge workers with a high level of agility, our approach can increase efficiency by supporting knowledge sharing.