<p>The Psychology Driving and Barriers to Skunk Work Projects (referred to throughout this thesis as the paper) represents a study predominantly on Tetra Pak from a selective perspective, the innovators. Innovators both past&present whose initiatives contribute to the well being of Tetra Pak as well as one from Ericsson were consulted. As with individuals, organizations possess definable characters that are influenced by the various stages of their life cycle. Theories of corporate life cycle phases and organizational character analysis were therefore employed to identify and explain organizational barriers to skunk work leaders&managers. Predicated on the Organizational Character Index survey developed by William Bridges PhD (himself a recognized leader in the field of transition management) and administered to sixty-one managers within a Tetra Pak business unit established the benchmark. The organizational character was identified and expressed as Myers-Briggs Personality Type ISFP (introverted - sensing - feeling - perceiving). Benchmark in hand, it was then to ascertain the barriers or resistance that skunk work leaders&managers encounter when promoting new ideas. The diversity of the barriers led to the clustering of nine categories compiled from the skunk leaders personal interviews. The nine categories are assumptions, change, communication, competences, culture shift, human dynamics, management, sponsorship and vision. In addition the six interviewees assisted in determining that Tetra Pak business unit had reached the end of a Mature&Consolidating phase of its’ organizational life cycle according to Larraine Segil’s definition. The perception however is that Tetra Pak business unit is already in the declining phase, descriptive of a phase in transition. Bearing in mind that this view of Tetra Pak is shared by a select few of highly regarded innovators and does not represent a collective perception of Tetra Pak. Triangulation of the findings supported the hypothesis (H1). In identifying both the organizational character and stage of its’ life cycle it is possible to diagnose&subsequently engineer an environment for innovation. It was understood that the initiative is to be management supported. This paper concludes with the realization that the resources&knowledge leading to innovation exist. Further it suggests how to foster a corporate innovative culture by championing an environmental climate for innovation.</p>

The Psychology Driving and Barriers to Skunk Work Projects (referred to throughout this thesis as the paper) represents a study predominantly on Tetra Pak from a selective perspective, the innovators. Innovators both past&amp;present whose initiatives contribute to the well being of Tetra Pak as well as one from Ericsson were consulted. As with individuals, organizations possess definable characters that are influenced by the various stages of their life cycle. Theories of corporate life cycle phases and organizational character analysis were therefore employed to identify and explain organizational barriers to skunk work leaders&amp;managers. Predicated on the Organizational Character Index survey developed by William Bridges PhD (himself a recognized leader in the field of transition management) and administered to sixty-one managers within a Tetra Pak business unit established the benchmark. The organizational character was identified and expressed as Myers-Briggs Personality Type ISFP (introverted - sensing - feeling - perceiving). Benchmark in hand, it was then to ascertain the barriers or resistance that skunk work leaders&amp;managers encounter when promoting new ideas. The diversity of the barriers led to the clustering of nine categories compiled from the skunk leaders personal interviews. The nine categories are assumptions, change, communication, competences, culture shift, human dynamics, management, sponsorship and vision. In addition the six interviewees assisted in determining that Tetra Pak business unit had reached the end of a Mature&amp;Consolidating phase of its’ organizational life cycle according to Larraine Segil’s definition. The perception however is that Tetra Pak business unit is already in the declining phase, descriptive of a phase in transition. Bearing in mind that this view of Tetra Pak is shared by a select few of highly regarded innovators and does not represent a collective perception of Tetra Pak. Triangulation of the findings supported the hypothesis (H1). In identifying both the organizational character and stage of its’ life cycle it is possible to diagnose&amp;subsequently engineer an environment for innovation. It was understood that the initiative is to be management supported. This paper concludes with the realization that the resources&amp;knowledge leading to innovation exist. Further it suggests how to foster a corporate innovative culture by championing an environmental climate for innovation.

The construction industry remains one of the least digitalised sectors in the world resulting in inefficiencies such as low productivity, cost overruns, project delays and quality deficiencies. Addressing these issues is crucial not only for economic efficiency but also for promoting sustainability and adapting to demographic change. Although there are studies on digitalisation barriers in the construction industry, there is a lack of literature that investigates the causes of these barriers. Therefore, this thesis addresses the research question: "What are major intra-and inter- organisational barriers to digitalisation in the pre-construction phase of construction projects and why do they arise?”. The study is based on the Industrial Network Approach (INA) and applies the Actors, Resources, Activities (ARA) model by Håkansson and Snehota (1995) to analyse the findings. This is done in order to identify how the structure of the industry influences the barriers. Semi-structured interviews were conducted with interviewees from the client company, its subcontractors and a user of the buildings. The study shows that at the industry level, the different levels of maturity of companies, regulatory uncertainty, the lack of standards and uncertain return on investment discourage investment in digital tools. Due to the project-based nature of the industry, personal exchange is favoured. Compatibility and data exchange issues as well as practical problems such as language barriers and internet access hinder digital collaboration at the project level. The client's failure to create a proactive framework for digitalisation also inhibits the other players in the industry. Internal barriers such as a lack of technical expertise and the resulting scepticism prevent effective internal digital transformation. To drive change, companies need to expand their technical knowledge resources, align their internal structure to support digitalisation and use their influence to drive industry-wide change and address productivity issues and future challenges. / Byggbranschen är fortfarande en av de minst digitaliserade sektorerna i världen, vilket leder till låg produktivitet, kostnadsöverskridanden, projektförseningar och kvalitetsbrister. Att ta itu med dessa frågor är avgörande inte bara för den ekonomiska effektiviteten, utan också för att främja hållbarhet och anpassa sig till demografiska förändringar. Även om det finns studier om hinder för digitalisering i byggbranschen, råder det brist på studier som undersöker orsakerna till dessa hinder. Därför behandlar denna uppsats forskningsfrågan: ”Vilka är de intra- och interorganisatoriska hindren för digitalisering i de tidiga skedena i byggprojekt?”. Studien baseras på industriell nätverksteori (INA) och tillämpar ARA-modellen (Actors-Resources-Activities) av Håkansson och Snehota (1995) för att analysera resultaten. Detta görs för att identifiera hur branschens struktur påverkar barriärerna. Intervjuer genomfördes med respondenter från kundföretaget, dess underleverantörer och en användare av byggnaderna. Studien visar att på branschnivå bidrar företagens olika mognadsnivåer, osäkerhet kring regelverk, avsaknaden av tydliga standarder och den osäkra avkastningen på investeringar från att investeringar till att det inte investeras i digitala verktyg. På grund av branschens projektbaserade karaktär gynnas utbyten mellan individer. Kompatibilitets- och datautbytesproblem samt praktiska problem som språkbarriärer och tillgång till internet hindrar digitalt samarbete på projektnivå. Att kunden inte skapar ett proaktivt ramverk för digitalisering hämmar även de andra aktörerna i branschen. Interna barriärer som brist på teknisk expertis och den skepsis som följer av detta förhindrar en effektiv intern digital transformation. För att driva förändring måste företagen utöka sina tekniska kunskapsresurser, anpassa sin interna struktur för att stödja digitalisering och använda sitt inflytande för att driva branschomfattande förändringar och ta itu med produktivitetsfrågor och framtida utmaningar.