本研究主要目的在分析國民校長賦權增能領導行為、組織創新經營與學校效能之間關係。研究採用調查研究法，以臺灣地區之公立國民中學教師為研究對象抽自北中南東71所學校，計有820位。問卷調查結果採用描述性統計、t考驗、單因子變異數分析、皮爾森積差相關、逐步多元迴歸以及結構方程式等統計方式加以分析。 本研究得到下列項結論：一、目前國民中學校長賦權增能領導行為情況良好，並以「參與及自主決策」為最佳，二、目前國民中學組織創新經營表現良好，並以「組織氣氛創新」為最佳，三、目前國民中學的學校效能情況良好，並以「校園規劃設施」為最佳，四、背景變項在國民中學校長賦權增能領導行為、組織創新經營與學校效能之差異情形，五、國民中學校長賦權增能領導行為、組織創新經營與學校效能三者間具有正向的關聯。六、國民中學校長賦權增能領導行為及組織創新經營的分層面，對學校效能有正向的預測作用。七、國民中學校長賦權增能領導行為可透過組織創新經營，增強對學校效能的正向影響力。 最後，根據研究結果提出主要結論與相關建議，以供教育行政機關與國民中學之參酌。 / The purpose of this study is to examine the relationship between empowering leadership behavior, organizational innovation management, and school effectiveness. Data were collected from 820 teachers of 71 junior high schools in Taiwan. The data were analyzed by descriptive statistics, t-test, one-way ANOVA, pearson correlation analysis, stepwise regression, and structural equation modeling. Finally, the findings of this study are as followings: 1. The perceptions from the junior high school teachers about empowering leadership behavior are positive. Furthermore, “participation and autonomous decision-making” is the highest. 2. The perceptions from the junior high school teachers about organization innovative management are positive. Besides “organizational climate of innovation” is the highest. 3. The perceptions from the junior high school teachers about school effectiveness are positive. “campus planning and facilities” is the highest in addition. 4. To describe the differences of the background of junior high school principals’ empowering leadership behavior, organizational innovation management, and school effectiveness. 5. There are significant correlations between school effectiveness and principals’ empowering leadership behavior as well as between organizational innovation management and school effectiveness. 6. The sub-level of the principals’ empowering leadership and organizational innovation management can apparently predict the school effectiveness. 7. The results from structural equation model indicated that there is a positive indirect effect between principals’ empowering leadership behavior and school effectiveness when organizational innovation management served as a mediating variable. At last, according to the results, this study provides the conclusion and the suggestions particularly for the institution of educational administration and junior high schools.

Innovació, emprenedoria i subcontractació són els pilars temàtics de la present tesi doctoral. L'ús del coneixement per part de les empreses representa l'element comú d'aquestes temàtiques. Les evidències empíriques provenen principalment del món empresarial, però es complementen amb les del món acadèmic com a principal proveïdor de coneixement a la societat actual, la finalitat de la qual és crear riquesa i benestar socioeconòmic. L'objectiu principal d'aquesta tesi doctoral és contribuir a les diferents àrees de recerca. La primera, gestió de la innovació, més concretament innovació organitzativa, reflexionant sobre la seva importància i monitorització a través d'enquestes. Tot seguit, un exemple d'innovació organitzativa -treball en equip- s'analitza en profunditat, així com també els seus determinants. La segona, analitza el procés de transició d'una universitat tradicional cap a una universitat emprenedora, començant per la fase de disseny fins a l'actualitat contemplant la seva funcionalitat i eficiència en el marc de les institucions públiques de recerca d'Europa. I la tercera, descriu les barreres que les empreses han de fer front a l'hora de cooperar, en general, i amb universitats, en particular. La mateixa mostra d'empreses gasela també serveix per analitzar la decisió de fer-o-comprar. El resum d'aquests resultats, les conclusions, així com les futures línies de recerca finalitzen el treball. / Innovation, entrepreneurship and outsourcing represent the backbone of the present dissertation. The use of knowledge in business environments symbolizes the overlapping area of these concepts. Empirical evidences come mainly from business world, but they are complemented with academia as one of the main scientific knowledge provider in current society whose final objective is wealth creation and socioeconomic welfare. The main objective of the present work is contributing to different areas of research. First, innovation management in terms of organizational innovation, contemplating its importance and challenges for its measurement on large scale surveys. Then, a particular example of organizational concept - teamwork - in production is analyzed and the matter of its determinants is tackled. Second, the entrepreneurial transformation of a non-elite university is followed up, since its beginnings including the design phase up to present contemplating its functionality and efficiency, compared to other European public research institutions. Third, the difficulties and barriers in terms of R&D outsourcing, in general, and with universities, in particular are analyzed on a sample of gazelle companies, as well as their decision to make-or-buy. Finally, a summary of the results, conclusions and particular implications end this work.

ABSTRACT Human capital comprises not only man power but also brain power which implies people¡¦s intelligence, potentiality, intellect¡K.etc. Nowadays the world has been getting into the new era of knowledge economy; and the competency of brain power instead of financial capital, land, facility/equipment becomes the core element of competition among enterprises. In this context, human capital in organizations is considered as the valuable assets, which are critically influential and significant. Organizations aiming at best performance admit the vital importance of the innovation and make every endeavor to maintain their competitive strengths and advantages by means of innovative management to achieve the goal of organizational innovations. The thesis focuses on the correlation between human capital and organizational innovation, in conjunction with organizational characteristics and industrial environment which might interfere with the correlation. After empirical study & statistical analysis, the thesis reveals as following: I. Five dimensions of human capital in organizations--- 1. Top management¡¦s knowledgeable & visionary leadership; 2. Employees¡¦ enterpreneurship & innovativeness; 3. Rejuvenesce of human capital; 4. Upgrading of human capital; 5. Deposit of human capital II. Differenciation analysis on the five dimensions of human capital by organizational characteristics--- 1. The organizations in various industries indicate slightly obvious differentiation in the upgrading degrees of human capital; in comparison, the organizations in service industry invest more in employees¡¦ training & cultivation than those in manufacturing industry. 2. The organizations with bigger capital amounts obviously put much more emphasis on rejuvenesce as well as deposit of human capital. 3. The organizations in the maturity period of life cycle comparatively concentrate much more of their attention on deposit of human capital; whereas those in the growing period of life cycle emphasize much more on upgrading human capital. 4. Over-20-years-old organizations lay much more emphasis on deposit of human capital than those at the ages less than 15 years. III. Human capital¡¦s direct influence on organizational innovation--- Top management¡¦s knowledgeable & visionary leadership exerts obviously positive effect on the innovation of management as well as technique. IV. The interaction of organizational characteristics and human capital has obviously positive effect on the organizational innovation--- 1. The interaction of the ages of the organization and rejuvenesce of human capital has obviously positive effect on the innovation of management. 2. The interaction of the capital amount of the organization and top management¡¦s knowledgeable & visionary leadership has obviously positive effect on the innovation of management. Key words: human capital, organizational innovation, top management¡¦s knowledgeable & visionary leadership, employees¡¦ enterpreneurship & innovativeness, rejuvenesce of human capital, upgrading of human capital, deposit of human capital

This thesis represents an attempt to explore critical issues in the national military literature and bring up findings for further studies by exploring military innovation,smart management of defense R&amp / D, critical and dual-use technologies concepts in detail. The study has two main components. The first part provides a conceptual and theoretical framework to discuss and understand military innovation, critical technology and dual-use technology. A military that fails to innovate when their contemporaries are innovating is destined to face its dire consequences. So the quest for change within military organizations is a rational and hopefully encouraged behavior. In this thesis the modes of innovation are at the center stage. However, the main intention focus is on technological innovation. As certain technologies are at the core of decisive military innovation, the initial step in innovation is normally to procure the new technology. A country that must purchase technology from abroad is arguably less likely to wield it as effectively as the country that is capable of inventing or manufacturing it, as the latter is usually better equipped to exploit and further refine technology. In order to insure the flow of technological innovations, a sound technology investment strategy must be formulated. A strategy built on a foundation of three integrated building blocks (optimal in-house R&amp / D, expanded collaborative efforts, and smart outsourcing) will enable the military to be an effective smart buyer and smart provider. The thesis proceeds with a brief discussion of critical technologies, specifically the ones that are critical for military and national importance, in order to provide guidance for identifying which technologies harbor the greatest payoff potential. Closely related to this discussion is the question of national economic growth based on technological developments in particular the development of technologies with potential for use in either the civilian or military sectors, and promotion of partnerships among actors / military, industry, academia. Such technologies are referred as dual-use technologies. The dual-use relationships among actors are spin-off, spin-on, venture capital model, and military support/pull model. The second part of the thesis develops a kind of empirical case study analysis based on a rotary-wing upgrade project about the importance of upgrade and system integration technology as a core capability. The last chapter concludes the thesis with the discussion of findings.

Diss. Göteborg : Göteborgs universitet, 2006.

Cette thèse traite d’un type d’innovation largement négligé jusqu’à aujourd’hui : l’innovation organisationnelle (IO), également connue sous le nom « d’innovation management » ou « innovation managériale ». L’objectif est d’expliquer le phénomène d’adoption de ce type d’innovation en identifiant non seulement ses antécédents internes et externes, mais aussi ses relations avec l’innovation technologique de procédés, avec laquelle elle partage un certain nombre de caractéristiques. Le modèle proposé est fondé sur la vision intégrative de l’innovation (the integrative view of innovation) qui présente un triple intérêt : (1) contrairement à la vision distinctive et linéaire de l’innovation, elle ne relègue pas l’IO au statut d’innovation de second rang ; (2) elle élargit le champ des antécédents au-delà des seuls efforts en R&D et envisage leurs effets d’interaction ; (3) elle enrichit l’explication du phénomène d’adoption d’une IO en faisant l’hypothèse que des innovations de différents types sont adoptées de manière complémentaire. Notre démarche repose sur quatre articles empiriques et une multi-méthodologie, qualitative basée sur six études de cas d’entreprises industrielles, et quantitative faisant appel à différentes méthodes économétriques. Le Lean Management représente la forme concrète d’IO à partir de laquelle les confrontations empiriques sont réalisées. Au final, cette thèse est à l’origine de trois contributions majeures. Tout d’abord, au-delà des antécédents traditionnels privilégiés dans les recherches, d’autres antécédents internes (les pratiques de mobilisation des ressources humaines et la capacité d’absorption des entreprises) et externes (les sources de connaissances) jouent un rôle crucial sur l’adoption d’une IO. Ensuite, la prise en compte des interactions entre ces antécédents s’avère essentielle pour une meilleure compréhension du processus d’adoption, certains étant complémentaires (ex : les pratiques de mobilisation entre elles ou la résistance au changement et le manque de soutien managérial) alors que d’autres sont substituables (ex : les sources externes de connaissance et la capacité d’absorption des firmes). Enfin, conformément à la vision intégrative, l’adoption de l’IO n’est pas indépendante de l’adoption d’une innovation technologique de procédés et est régie par des antécédents similaires. Toutefois, leur relation n’est pas d’ordre complémentaire au sens strict dans la mesure où il y aurait un effet d’ordre. Ces résultats débouchent sur des recommandations managériales utiles pour un meilleur pilotage de l’adoption d’une IO. / This research deals with a type of innovation largely neglected in the literature: organizational innovation, also called "innovation management" or "managerial innovation." The objective is to explain the adoption of this type of innovation by identifying not only its internal and external antecedents, but also its relationship to technological process innovation, with which it shares common characteristics. The model is based on the integrative view of innovation which presents three main advantages: (1) contrary to the linear view of innovation, it does not consider organizational innovation as a second-order innovation; (2) beyond R&D efforts alone, it allows for the integration of new antecedents and their interaction effects, and (3) it enriches the explanation of organizational innovation adoption assuming that innovation is adopted synchronously or complementarily. We used a multi-methodological approach, a qualitative study based on six case studies of industrial firms and a quantitative study using different econometric methods. Lean Management is the concrete form of organizational innovation we studied in the four empirical articles. The contributions of this research are threefold. Firstly, beyond the traditional internal and external antecedents, we show that human resource management practices, firms’ absorptive capacity and external knowledge sources play a crucial role in organizational innovation adoption. Secondly, this research demonstrates that it is essential to take into account the interactions between internal and external antecedents in order to better understand adoption processes, some of them being complementary or substitutes. Thirdly, the study shows that organizational innovation adoption is consistent with the integrative view of innovation since it is dependent of the adoption of technological process innovation, without being strictly complementary. These two types of process innovations, organizational and technological, are also found to be driven by similar antecedents. These results lead to managerial recommendations for a better management of organizational innovation adoption.

Submitted by Milena Rubi (milenarubi@ufscar.br) on 2016-10-14T18:54:50Z No. of bitstreams: 1 ANDRADE_Luciana_2016.pdf: 1052203 bytes, checksum: c00a3bc54b11755a2913e09b1343aebe (MD5) / Approved for entry into archive by Milena Rubi (milenarubi@ufscar.br) on 2016-10-14T18:55:07Z (GMT) No. of bitstreams: 1 ANDRADE_Luciana_2016.pdf: 1052203 bytes, checksum: c00a3bc54b11755a2913e09b1343aebe (MD5) / Approved for entry into archive by Milena Rubi (milenarubi@ufscar.br) on 2016-10-14T18:55:20Z (GMT) No. of bitstreams: 1 ANDRADE_Luciana_2016.pdf: 1052203 bytes, checksum: c00a3bc54b11755a2913e09b1343aebe (MD5) / Made available in DSpace on 2016-10-14T18:55:36Z (GMT). No. of bitstreams: 1 ANDRADE_Luciana_2016.pdf: 1052203 bytes, checksum: c00a3bc54b11755a2913e09b1343aebe (MD5) Previous issue date: 2016-04-01 / Não recebi financiamento / With the crisis that has been going the automotive industry last year, it is necessary that companies in the auto parts sector go forward several changes to remain competitive. In this context, organizational innovation, which has the organizational culture as one of its main determinants, it is a key pillar of support competitiveness. Thus, this work is a multicases study in five large suppliers companies of auto parts of the metropolitan area of Sorocaba, aimed to analyze the practices of organizational innovation, and identify the factors related to the organizational culture of these companies are the key to the organizational innovation. As result, it was found that the adoption of organizational innovation practices is due to isomorphism in the automotive industries, but the organizational culture focused on innovation is essential for the occurrence of organizational innovation, and features such as financial (reward system, financial resources), organizational architecture (market orientation, mission, value and leadership), management tools (support innovation, teamwork, acceptance of risk and error tolerance, creativity, communication and management systems) are fundamentals. As factors that hinder organizational innovation were basically found problems related to people as: outgoing employees, lack of discipline, motivation, overwork, predesigned concepts, difficult to accept changes and unhappiness. The centralization of power, lack of autonomy and authoritarian leadership were also mentioned as inhibitors to the occurrence of organizational innovation. / Com a crise que vem passando a indústria automotiva, devido à redução de demanda no ano de 2015, torna-se necessário que as empresas do setor de autopeças passem por diversas mudanças para continuarem competitivas. Nesse contexto, a inovação organizacional, que tem a cultura organizacional como um dos seus principais determinantes, torna-se um pilar fundamental de sustentação da competitividade. Assim, esse trabalho, um estudo multicasos realizado em cinco empresas de grande porte fornecedoras de autopeças da região metropolitana de Sorocaba, teve como objetivo analisar as práticas da inovação organizacional, além de identificar os fatores relacionados à cultura organizacional dessas empresas que são determinantes à inovação organizacional. Como resultado encontrou-se que a adoção de práticas de inovação organizacional ocorre devido ao isomorfismo nas indústrias automotivas, porém a cultura organizacional voltada à inovação é imprescindível para a ocorrência de inovação organizacional, e características como recursos financeiros (sistema de recompensas, recursos financeiro), arquitetura organizacional (orientação para mercado, missão, valor e liderança), ferramentas gerenciais (suporte à inovação, trabalho em equipe, aceitação ao risco e tolerância ao erro, criatividade, comunicação e sistemas de gestão) são fundamentais. Como fatores que dificultam a inovação organizacional foram encontrados basicamente problemas relacionados aos recursos humanos como: saída de funcionários,falta de disciplina, motivação, sobrecarga, conceitos pré-concebidos, dificuldades para aceitar mudanças e insatisfação. A centralização de poder, a falta de autonomia e liderança autoritária também foram citados como inibidores a ocorrência da inovação organizacional.

FundaÃÃo Cearense de Apoio ao Desenvolvimento Cientifico e TecnolÃgico / A exclusÃo de pequenos produtores do mercado global caracteriza-se como um dos principais obstÃculos para o desenvolvimento da parte da sociedade menos favorecidas. Com isso, pequenos produtores, associados em cooperativas, estÃo buscando novos mercados e promovendo a inserÃÃo dos produtos provenientes da agricultura familiar no mercado internacional atravÃs do fair trade (comÃrcio justo). Para tanto, o desenvolvimento de inovaÃÃes organizacionais e sociais tornam-se uma alternativa para suplantar parte deste desafio. Desta forma, o objetivo geral deste estudo à o de analisar as dimensÃes de inovaÃÃes organizacionais e sociais no processo de certificaÃÃo fair trade em uma central de cooperativas apÃcolas do nordeste brasileiro. A pesquisa de natureza qualitativa foi realizada por meio de um estudo de caso junto a uma Central de Cooperativas ApÃcolas do SemiÃrido Brasileiro - Casa Apis - constituÃda por oito cooperativas associadas. O referencial teÃrico discorre sobre inovaÃÃes organizacionais, inovaÃÃes sociais e certificaÃÃo fair trade. Os dados primÃrios foram coletados por meio de entrevistas semiestruturadas e de anotaÃÃes no diÃrio de campo. Jà os dados secundÃrios foram coletados via documentos, artigos, dissertaÃÃes e web sites. A anÃlise dos dados foi feita de acordo com o referencial teÃrico do presente estudo e com a utilizaÃÃo da tÃcnica de anÃlise de conteÃdo (BARDIN, 1995) e a triangulaÃÃo de diferentes fontes de evidÃncias (YIN, 2005). Os resultados tiveram como base as exigÃncias da FLO (Fairtrade Labelling Organizations International) no processo de certificaÃÃo fair trade e evidenciaram as dimensÃes de inovaÃÃo organizacional descritas nas vertentes de Lam (2004) e as dimensÃes de inovaÃÃo social descritas no modelo desenvolvido pelo CRISES (Centre de Recherche sur les innovations Sociales) do CanadÃ. As dimensÃes para anÃlise da inovaÃÃo organizacional foram a "estrutura organizacional", "o processo de aprendizagem e de criaÃÃo de conhecimento" e "mudanÃas organizacionais e adaptaÃÃo". Em relaÃÃo a inovaÃÃo social, as dimensÃes analisadas foram as inovaÃÃes sociais "territoriais", as inovaÃÃes sociais nas "relaÃÃes de trabalho e na geraÃÃo de emprego" e as inovaÃÃes sociais nas "condiÃÃes de vida". A baixa formalizaÃÃo documental das cooperativas, produtores com pouco conhecimento sobre fair trade, descumprimento de normas estatutÃrias e pouco recurso financeiro foram alguns dos obstÃculos e barreiras identificados no processo de certificaÃÃo fair trade. Dentre alguns dos aspectos identificados na anÃlise das dimensÃes da inovaÃÃo organizacional sÃo destaques: a organizaÃÃo da base produtiva, a parceria de diversas instituiÃÃes de apoio e o desenvolvimento do processo para exportaÃÃo do mel fair trade. O mel fair trade com um preÃo mÃnimo com garantia de um preÃo justo aos apicultores, o prÃmio fair trade e as redes de apoio foram os aspectos mais relatados nas dimensÃes da inovaÃÃo social. / The exclusion of small producers in the global market is characterized as a major obstacle to the development of the underprivileged section of society. As a result, small producers, associated in cooperatives are seeking new markets and promoting the inclusion of products from family agricultural in the international market through fair trade (fair trade). Therefore, the development of social and organizational innovations become part of an alternative to overcome this challenge. Thus, the aim of this study is to analyze the dimensions of social and organizational innovations in the certification process in a fair trade cooperative central bee in northeastern Brazil. The qualitative research was conducted through a case study along with a Central Cooperative Apicultural the Brazilian Semiarid - Home Apis - consisting of eight member cooperatives. The theoretical discourses on organizational innovations, social innovations and fair trade certification. Primary data was collected through semi-structured interviews and diaries entries field. Since the secondary data were collected via documents, articles, dissertations and web sites. Data analysis was performed according to the theoretical framework of this study and the use of the technique of content analysis (BARDIN, 1995) and triangulation of different sources of evidence (YIN, 2005). The results were based on the requirements of FLO (Fairtrade Labelling Organizations International) on fair trade certification process and showed the dimensions of organizational innovation in the areas described by Lam (2004) and the dimensions of social innovation described in the model developed by CRISES (Centre de Recherche sur les innovations sociales) of Canada. The dimensions for the analysis of organizational innovation were the "organizational structure", "the process of learning and knowledge creation" and "organizational change and adaptation." Regarding social innovation, the dimensions analyzed were the social innovations "territorial", the social innovations in "labor relations and employment generation" and social innovations in "conditions of life". The low formalization documentary cooperatives, producers with little knowledge about fair trade, non-compliance with statutory and little financial resources were some of the obstacles and barriers identified in the fair trade certification process. Among some of the issues identified in the analysis of the dimensions of organizational innovation are featured: the organization of the production base, the partnership of various institutions to support and process development for export of honey fair trade. The fair trade honey with a minimum price guaranteed a fair price to beekeepers, the award fair trade and support networks were the most reported in the dimensions of social innovation.

The business environment is constantly being challenged with growing complexity and rapid changes, usually unforeseeable, as it could be observed during the last decades. One topic growing intensively in importance is environmentally sustainable business practices, which are often driven by societal expectations and new regulations; and which, under the enormous pressure of external stakeholders, cannot be avoided by companies anymore. Circular Economy, a relatively new concept, is becoming more popular, offering businesses not only a competitive advantage, but also the possibility to operate profitably, while still contributing to a sustainable development. This thesis provides insights on how MNCs with linear business models can take advantage of dynamic capabilities in order to incorporate circular business strategies. Current literature lacks research about the connection of how dynamic capabilities can support companies with the implementation of Circular Economy principles. Startups often implement sustainable strategies from inception, but: how can traditional MNCs of complex character successfully innovate their business models and strategies, without major disruption and losing their profitability? We argue that not only these young and born circular companies will lead the markets in the future, but also existing MNCs can successfully develop and stay competitive. This study wants also to highlight what resources and capabilities both types of companies state as key for successful circular business strategies, and how they are handled and embedded in the organizational structure by managers. A qualitative case study approach provided the detailed necessary information (from different industries and degree of circularity) to address the question. The findings widen the research of business model innovation towards circular business strategies and show a clear picture of which dynamic capabilities are of importance and how they can be successfully incorporated. We conclude by indicating that the concepts of learning, knowledge, relationships, leadership and management style were perceived as the most decisive within the organizations; with remaining external barriers as challenging.

Syfte: Att beskriva den organisationsförändring som fem röntgenkliniker i Sverige genomgick i samband med att radiologin digitaliserades. Frågeställningar: Hur förändrades antalet genomförda radiologiska undersökningar och undersökningstyper från tidpunkten två år före digitaliseringen till två, fyra och sex år efter digitaliseringen? Hur förändrades antalet arbetade timmar och fördelningen av arbetade timmar mellan de olika personalkategorierna från tidpunkten två år före digitaliseringen till två, fyra och sex år efter digitaliseringen? Hur förändrades arbetsuppgifterna inom och mellan de olika personalkategorierna på röntgenklinikerna efter digitaliseringen? Hur beskriver personal med en nyckelfunktion genomförandet av digitaliseringen och eventuell förändring av arbetet efter digitaliseringen? Metod: Kvantitativ och kvalitativ metod har använts och kombinerats för att besvara studiens frågeställningar. Fem svenska röntgenkliniker ingick i studien och material avseende produktionsutfall samlades in från respektive röntgenklinik. Totalt intervjuades 22 personer, med tre till sex intervjuer per röntgenklinik. Teoretiska ramverk: För att försöka förstå de positiva fynden, avseende utökade antalet undersökningar och minskning av arbetade timmar, efter digitaliseringen, genomfördes vid en av röntgenklinikerna en fallstudie med ytterligare två frågeställningar: Hur genomfördes digitaliseringen? Hur har uppföljningen vad avser arbetsflöden, genomförandet och förändringar i detalj genomförts efter digitaliseringen? Delar av Bramson m.fl. (2005) perspektiv och Kotter och Cohens (2002) framgångsfaktorer har applicerats vid analysen av det resultatet. Resultat: Samtliga röntgenkliniker uppvisade en liten ökning av antalet radiologiska undersökningar, medan datortomografi- och magnetkameraundersökningarna ökade markant under den studerade tiden. Efter digitaliseringen genomförs således fler komplicerade undersökningar, vilket anses ha medfört en kvalitativt bättre och säkrare diagnosticering. Övriga undersökningstyper uppvisar varierande resultat. Vid tre av röntgenklinikerna minskade den totala arbetade tiden, och vid två ökade den. Antalet arbetade timmar ökade för röntgenläkare och röntgensjuksköterskor, men minskade för sekreterare och undersköterskor under den studerade tiden. Generellt utför röntgenläkarna och röntgensjuksköterskorna fler arbetsuppgifter efter digitaliseringen, och många av de traditionella arbetsuppgifterna för sekreterare och undersköterskor har försvunnit eller tagits över av datorn. Bättre tillgänglighet, förhöjd kvalitet och utökad diagnostik, tydligare arbetslistor som styr arbetsflödet, förbättrad ergonomi och miljö samt samordning med andra har möjliggjorts efter digitaliseringen. Utifrån intervjuerna i fallstudien framkom teman som beskriver: information, superanvändare, utbildning, tydliga arbetsflöden och rutiner, personalbehov och motivation, liksom ett tydligt ledarskap som genomsyrat förändringsprocessen. Dessa teman är, enligt Bramson och Bramson (2005) och Kotter och Cohen (2002), viktiga att beakta för att lyckas med en förändring. Konklusion: Ingen av de intervjuade vill återgå till ett analogt arbetssätt. Digitaliseringen har inneburit att mycket förändrats för de berörda personalkategorierna, men fördelarna anses uppväga nackdelarna. För att lyckas med en förändring bör Bramsons perspektiv och Kotters framgångsfaktorer tas i beaktande. / Background: Since Wilhelm Conrad Röntgen’s discovery of X-rays in 1896, radiology has undergone great changes. In Sweden, the process of digitalisation radiology was initiated in the mid 1990s. Aim: To describe the organisational changes that took place in five radiol- ogy clinics in Sweden in connection with the digitalisation of radiology. Study questions: How did the number and type of radiological examinations change when comparing two years before with two, four and six years after digitalisation? How did the number and distribution of hours worked change among different staff categories when comparing two years before with two, four and six years after digitalisation? How did the duties change after digitalisation within and between different staff categories at the radiology clinics? How do staff members in key positions describe the implementa- tion of digitalisation and any changes in their professional prac- tice after digitalisation? Method: Quantitative and qualitative methods were combined in order to answer the study questions. Five Swedish radiology clinics took part in the study, and production outcome data were gathered from each clinic. A total of 22 individuals were interviewed, with three to six interviews per radiology clinic. In order to gain an understanding of the positive results at one of the radiology clinics in terms of the increased number of exami- nations and reduction in the number of hours worked after digitalization a case study was conducted at this clinic, in which two questions were posed: How was the digitalisation carried out? How were workflow, im- plementation and changes followed up in detail after digitalisation? Ele- ments of Bramson and Bramson ́s (2005) perspectives and Kotter and Cohen’s (2002) success factors were applied. Findings: All radiology clinics had a small increase in the number of radio- logical examinations, while computed tomography and magnetic reso- nance imaging examinations increased significantly during the period un- der investigation. Thus, more complex examinations were carried out post digitalisation, a fact considered to have led to qualitatively better and safer diagnoses. The total working time was reduced at three clinics, while two exhibited an increase. The total number of hours worked increased for radiologists and radiographers but decreased for secretaries and assistant nurses. In general, radiologists and radiographers performed more tasks post digitalisation, and many of the traditional duties of secretaries and assistant nurses were eliminated or taken over by the computer. Digitalisa- tion enabled greater access to radiological images and patient data in addi- tion to improved quality and diagnostics of the radiological examination. Digitalisation also allowed a better-controlled workflow, as well as im- proving ergonomics, the environment and the coordination with other clinics. The case study interviews revealed themes describing: information, super users, education, clear work flows and routines, staff needs and motiva- tion as well as clear leadership throughout the change process. According to Bramson and Kotter, these themes are important for successful change. Conclusion: None of the individuals interviewed wished to return to the analogue mode of working. The digitalisation led to great changes for the different staff categories, with the advantages outweighing the disad- vantages. To succeed with change, Bramson’s perspectives and Kotter’s success factors should be taken into consideration.