The present study aimed to examine the relationship between national culture and organizational innovation, sustainable leadership (SL), and leaders’ consideration of future consequences (CFC), based on Hofstede’s cultural dimensions. An online survey was developed and sent out to employees of private organizations located in Greece and Sweden. Analysis of the data collected from 133 participants indicated that: (a) national culture is marginally significantly associated to perceived workplace innovation; (b) national culture is not significantly related to SL based on employees’ perceptions; and (c) national culture is not significantly related to perceived leaders’ CFC. Contrary to previous research that examined the culture-innovation relationship on a national level, the results of this study suggest that national culture is not strongly related to organizational level innovation, although it is significantly related to two of its examined dimensions: creativity and lack of organizational impediments. Moreover, the results indicated that SL and leaders’CFC are not significantly related to national culture, although four of the dimensions of SL varied significantly between the two examined countries. Practical implications, limitations of the study and future suggestions are discussed.

<p>This report is about planning a demolition. The purpose of this report is that it should become a base for a demolition of house J at the Academic hospital in Uppsala, and also to make general help for planning a demolition. This report also contains a part about how a change in the work environment affects general people. The work started with studies of literature and design of the general part of the report and then continued with a practical study of house J. From the experience of the first two parts of the report a general help for planning a demolition was shaped. Today in the demolition industry the most common and effective way to demolish a building is to do it selective and that means, taking the building down part by part depending on the grade of separation. The recommendation for the demolition of house J is to do it selective. “Thinking” about the demolition in the building phase of a house helps to reduce the environmental effects of the demolition and makes it easier to carry out. Planning a building should be done in a long term perspective to make it easier to cope with activity changes, rebuilding and complementary building. When a building is due for demolition it’s important to know everything about the construction of the building and it’s materials to make a good demolition plan both economic and environmental.</p>

This report is about planning a demolition. The purpose of this report is that it should become a base for a demolition of house J at the Academic hospital in Uppsala, and also to make general help for planning a demolition. This report also contains a part about how a change in the work environment affects general people. The work started with studies of literature and design of the general part of the report and then continued with a practical study of house J. From the experience of the first two parts of the report a general help for planning a demolition was shaped. Today in the demolition industry the most common and effective way to demolish a building is to do it selective and that means, taking the building down part by part depending on the grade of separation. The recommendation for the demolition of house J is to do it selective. “Thinking” about the demolition in the building phase of a house helps to reduce the environmental effects of the demolition and makes it easier to carry out. Planning a building should be done in a long term perspective to make it easier to cope with activity changes, rebuilding and complementary building. When a building is due for demolition it’s important to know everything about the construction of the building and it’s materials to make a good demolition plan both economic and environmental.

Bakgrund: Förutsättningar för företag förändras ständigt. Samtidigt har kunder och anställda fått nya betydelsefulla roller för hur verksamheten utformas och vilka värderingar som företaget arbetar efter. Företagen förväntas i allt högre grad ta ett aktivt samhällsansvar, men satsningarna har hittills varit för kortsiktiga och inte visat på några ekonomiska resultat. Samhällsansvaret bör därför ses ur ett långsiktigt perspektiv och förankras strategiskt i företagets affärsidé. Problemformulering: Vilka faktorer är viktiga för att företag ska kunna överföra långsiktigt samhällsansvar till sin affärsidé? Syfte: Att analysera och utvärdera sambandet mellan interna strategier och överensstämmelsen mellan ledning och anställda med avseende på samhällsansvar. Metod: Uppsatsen bygger på en kvalitativ undersökning utifrån en deduktiv ansats. Ett strategiskt urval gjordes vid val av företag samt informanter. Teorier: Relevanta teoriområden i uppsatsen är Corporate Social Responsilibity, Affärsidé, Kunskapsutveckling, Kommunikation, Värdeskapande och Involvering. Empiri: Empirin består av primärdata som samlats in genom djupintervjuer med fallföretagen. Resultat och Slutsats: Vi har kommit fram till att det finns brister i IKEA:s interna strategier och som följd även en icke överensstämmande bild av samhällsansvaret hos ledning och anställda. I fallet med Nudie fanns det välutformade interna strategier och även en stark överensstämmelse. Strategierna som låg till grund för en stark överensstämmelse är kunskapsutveckling, dubbelriktad kommunikation, höginvolverade medarbetare och att företaget arbetar processtyrt för att fånga upp förändringar i omvärlden. / Background: Conditions for companies are constantly changing. At the same time customers and employees have taken on new significant roles in how companies are designed and what values they strive towards. Companies are expected to assume an active social responsibility, but thus far investments have been too short-term and have not delivered results in economic terms. For this reason social responsibility should be seen through a long-term perspective and be firmly established in the business idea. Problem: Which factors are important for companies to be able to incorporate a long-term social responsibility into their business idea? Purpose: To analyze and evaluate the connection between internal strategies and the consensus between management and employees regarding social responsibility. Method: The thesis is based on a qualitative survey and a deductive approach. A strategic selection was made in the choice of companies and informants. Theories: Relevant theories in this paper are Corporate Social Responsibility, Business Idea, Development of Knowledge, Communication, Value Adding and Involvement. Empiric: The empirics consist of primary data collected through depth interviews with the selected companies. Result and Conclusion: Our conclusion is that IKEA's internal strategies are flawed, and consequentially there is a lack of consensus between management and employees. With Nudie there were well-formulated internal strategies and also a high degree of consensus. The strategies that lay the foundation for consensus are development of knowledge, two-way communication, highly involved employees and the company's use of process control to monitor changes in the surrounding world.