Denna studie syftar till att ta reda på vilka element som höjer det innovativa klimatet i företag och organisationer. Utifrån dessa element har författarna skapat kriterier som heter ”Soft innovation”. Visionen är att framtiden skulle kunna standardisera dessa kriterier. En abduktiv metod har använts. Metodvalet har motiverats med att kriterierna lättare accepteras om de är socialt konstruerade. Man kan påverka innovationsklimatet i företag, då det tar kortare tid än att förändra organisationskulturen. Dock antas att organisationsklimatet på sikt kan påverkar organisationskulturen. Kriterierna ska ses som vägledande riktlinjer för att stimulera ett innovativt klimat. Teori och empiri visade på många gemensamma faktorer som påverkar innovationsklimatet i företag. Resultatet av teori och empiri visade att de viktigaste faktorerna för att uppmuntra till kreativitet hos medarbetare var ett bra ledarskap, uppmuntran, belöning av kreativt beteende och misslyckande, projektgrupper som driver idén till verklighet och strukturer för hur kreativiteten ska hanteras.

Denna studie syftar till att ta reda på vilka element som höjer det innovativa klimatet i företag och organisationer. Utifrån dessa element har författarna skapat kriterier som heter ”Soft innovation”. Visionen är att framtiden skulle kunna standardisera dessa kriterier. En abduktiv metod har använts. Metodvalet har motiverats med att kriterierna lättare accepteras om de är socialt konstruerade. Man kan påverka innovationsklimatet i företag, då det tar kortare tid än att förändra organisationskulturen. Dock antas att organisationsklimatet på sikt kan påverkar organisationskulturen. Kriterierna ska ses som vägledande riktlinjer för att stimulera ett innovativt klimat. Teori och empiri visade på många gemensamma faktorer som påverkar innovationsklimatet i företag. Resultatet av teori och empiri visade att de viktigaste faktorerna för att uppmuntra till kreativitet hos medarbetare var ett bra ledarskap, uppmuntran, belöning av kreativt beteende och misslyckande, projektgrupper som driver idén till verklighet och strukturer för hur kreativiteten ska hanteras.

Title: Barriers to the implementation of E-learning system with focus on organizational culture Introduction: Nowadays, Information Technology has become a necessity for businesses not only to gain competitive advantage but also to survive. Strategic use of new educational technologies can enhance learning and teaching process. In order to stay viable in this intense competitive environment, providers of education and trainings have developed efficient and effective learning environment, called E-learning. However with the success there also exist barriers containing the cultural aspects of the organizations throughout the implementation process.   Purpose: The purpose of this research is to describe and analyze critical factors which may affect the implementation of E-learning system with a special focus on organizational culture.   Research Question: What are the critical barriers of implementing E-learning system and what is the role of organizational culture in successful implementation of E-learning system? Research design:  This research is based on a qualitative approach and based on secondary data collection method. The required literature has been obtained by searching Mälardalen University’s library. Furthermore, authors have used online library (ebrary) as well as other libraries’ databases such as Elin, Emerald, Eric and EBSCO. Reference books from university library were also used in the course of the research. The data has been extracted from articles which are title base keywords search criteria were used for searching articles. Our research is exploratory and based on the Interactive model which consists of three activities which are data reduction, data display, and conclusion. Research analysis emphasizes more on comparing various authors’ view to analyze and describe the critical barriers and role of organizational culture to successfully employ E-learning system in organizations.  Target audience: This research provides a general guidance to the readers and organizations interested in E-learning initiative and for those who have already implemented E-learning.  Conclusion: This research elicited and examined a number of various points of views about the barriers of implementing E-learning system in organizations. Within organization, bridging education is challenging if the organizational culture is unwilling to accept an E-learning initiative. Finally it was suggested that by behavioral change and by motivating the employees can new vitality and momentum can be brought for implementation success. Organization should underpin their implementation strategy of E-learning system proactively to reap the maximum benefits.

Quality management and continuous improvement are well known and many successful implementations of improvements regarding quality has been made over the recent dec-ades by many organizations. This means that there are lots of different tools, strategies and implementation techniques available for organizations today. However, globalism have made this area an interesting aspect for researching cultural impacts in quality management and continuous improvement for organizations operating in many differ-ent countries. The purpose behind this thesis is therefore to study how a multinational company han-dles international quality management and how national culture impacts quality man-agement and continuous improvement efforts in a multinational company. Initially, a frame of reference was developed to examine current available research of quality man-agement and continuous improvements, as well as cultural aspects regarding differences in national culture and how this impacts an organizational culture that operates in sever-al countries world-wide. We used a qualitative research approach and within that performed a case study of Vol-vo Trucks. Primary data was collected from interviews and other material acquired from Volvo Trucks. The results showed that power distance was a value that impacted improvement work the most. This was seen in different stages of improvement efforts.

Purpose- The purpose of the study was to investigate how employees perceive and understand their company brand values. The aim was to show the importance of internal branding when communicating brand values in an organization to employees. Design/methodology/approach- The methodology used in this research was a quantitative survey study. Three warehouses were chosen for the study, in Älmhult, Helsingborg and Malmö. The sample was 129 employees and questionnaires were handed out to them. The data from the questionnaires were analyzed in the data program SPSS. Findings- Result from the study shows that the employees have a good understanding and share a mutual perception about the brand values. Although the employees have good knowledge the study shows that they are not committed on a personal level to the brand values. Since internal branding is about implementing the brand values with the employees the result shows that the internal branding is not as embedded as it should be in the organization. Research limitations and implications- Due to the timeframe given, the research was a cross- sectional study. A suggestion for future research is to do a longitudinal design in order to see changes over time. A theoretical implication is given to the two concepts of brand citizenship behavior and brand commitment since the results in this research are different from other studies. For the managerial implications, the commitment to the brand should be taken into consideration in the internal branding process. Originality/ value- The value that this study brings is to the internal branding process by showing the lack of brand commitment even though the knowledge about the brand values are high.

Sexual harassment is associated with negative consequences for victims and bystanders. Because 9 in 10 victims do not report harassment, understanding bystanders' reactions to sexual harassment is important. Thus, my dissertation?s purpose was to advance the literature by analyzing bystanders' responses to sexual harassment by means of three studies. In Study 1, I examined bystanders' preferred punishment as a function of the harassment type and organizational culture. Participants were undergraduates (N=107) enrolled in physical activity classes at a Southwestern United States university (males n=53, 50%, females n=53, 50%; largely Caucasian n=79, 74.5%; age M=21.61, SD=2.70). The results indicate that harassment type affected bystanders' punishment preferences (B=.55, p<0.01). While the workplace culture did not directly affect punishment preferences (B=-.06, p=0.49), it moderated the relationship between harassment type and preferred punishment (R2=.03, B=.31, p&lt;0.05) such that quid-proquo harassment in proactive organizations resulted in the harshest punishment recommendations. In Study 2, I analyzed bystanders' reactions to different punishment levels delivered to the harasser. Participants were undergraduates (N=122) enrolled in activity classes at a Southwestern United States university (males n=68, 56.2%, females n=53, 43.8%; largely Caucasian n=94, 77.7%; age M=20.00, SD=2.00). The results revealed that congruity, or lack thereof, between their preferred punishment and the actual punishment affected their negative emotions (R2=0.04, B=-0.30, p&lt;0.01), organizational justice perceptions (R2=0.11, B=0.47, p&lt;0.01), and cultural consistency beliefs (R2=0.02, B=0.19, p&lt;0.05). In Study 3, I investigated bystanders? responses to different harassment levels as influenced by the organizational culture. Participants were undergraduates (N=183) enrolled in activity classes at a Southwestern United States university (males n=113, 61.7%, females n=66, 36.1%; largely Caucasian n=132, 72.1%; age M=19.84, SD=1.37). The results indicated that the harassment severity was positively associated with bystanders' intentions to intervene (B=.32, p&lt;0.001). The type of organizational culture did not affect willingness to act (B=-.07, p=0.32), possibly given the personal investment required by taking action. Alternatively, personal characteristics (i.e., political views) may supersede environmental influences. Collectively, these findings reiterate literature documenting harassment types? differential severity. Also, they outline additional advantages to promoting a proactive organizational culture. Finally, the influence of individual and environmental factors in decision making is highlighted.

The purpose of this study was to understand and interpret the identity formation of women on their journeys to leadership positions in corporate America. The narratives of these women in leadership positions described their experiences of how they became who they are, their experiences of critical points, their achievements and their sacrifices in their lives on their journey to these positions. The dissertation design was an empirical, qualitative, interpretive study which simultaneously drew upon and developed the theoretical work of Erik H. Erikson regarding the concept of ego-identity. Women in this study were purposively selected based on criteria for this research. They were successful females in engineering management positions, which is a male-dominated field. Data were obtained through in-depth interviews. Three main themes about their self-knowledge emerged from the findings in the study as components in the women's identity formation. These components shaped and developed the women to become who they are today, starting as a process from early child hood and until today. The three main themes are as follows: relations between mothers and daughters, a delayed moratorium and inner strength. The women in this study are unanimous in regard to singling out the significance of their mothers. Their mothers have been instrumental to their futures in regard to education in a male-oriented area and in giving them a "sense of being all right." Furthermore, these women seemed to undergo a delayed moratorium state as adults. This finding was a departure from and an addition to Erik H. Erikson's concept of "moratorium", in that I found that these successful women were able to make-up for their inability to obtain a moratorium in young adulthood by fashioning it in mid-life. They described these experiences of getting closer to themselves and what life was really about. Finally, this study revealed that these women had an inner strength to go on when they faced obstacles and hurdles in their careers and their personal lives. This inner strength consisted of resilience and authenticity, an ability to stay true to themselves.

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Organizations must make themselves to change and run fast to keep up with changes in today¡¦s highly competitive world. However, there are some resistant factors enterprises have to deal with when they want to change. For example, improper organizational culture and lack of coordination and cooperation will lead to the implementation of organization change to failure. Although a large number of studies have been made on organizational change, there is no literature has discussed organizational culture, change or resistant factors of change in security companies. Therefore, this paper has three purposes: (a) to investigate conception of organizational change, culture, and resistant factors of the security company; (b) to estimate the relationship between different personal characteristics and different cognitions of organizational culture, change, and resistant factors in the security company; and (c) to recommend the security company some suggestions according to the findings. The data is collected from questionnaire survey in eight branches of Vanguard Security Group, and the final samples used for the analysis consist of 271 observations. Methodologically, this study considers the OLS and ordered Probit models. Results of this study show that organizational culture of Van Guard is the bureaucracy culture. Major types of strategic change that Van Guard should consider are technology, structure, task, and culture changes, and some resistances will occur in the process of organizational change. In addition, the estimation shows that different personal differences will have significant effects on each type of four organizational cultures, strategic changes, and resistant factors. It hoped that the results could contribute to a better understanding of the organizational reengineering, culture and resistant factors, and could be useful for managers to manage change in the security company.

The concept of organizational culture has been a popular issue since 1980. Also, the study of cultural issues have been linked increasingly with organizational analysis. Since then, cultural studies have been researched tremendously and many researchers started examining the correlation between culture and corporate performance (Pettigrew, 1979; Pfeffer, 1981; Smircich, 1983). The past research findings have been proved that cultural factors not only provide rational explanations for corporate performance for good or bad but also they are surely an important managerial instrument for managers to improve their organizational effectiveness, as well. The methodology of this research is a case study of an IT industry. The research is conducted by a qualitative method of a one-by-one interview to discover the relationship between cultures and performance within an organization. The purpose is to investigate how culture affects performance and what factors would be most significantly to enhance its performance. From the research results, the cultural factors that trigger the corporate performance are those elements including leadership, culture values, staff, behavior, training, motivation, and cultural communication. That refers to an organizational symbolism such as legends, stories, myth, and ritual. Furthermore, the relation between the leadership and culture is somehow like a two-sided coin, which means a leader of an organization represents its culture and ideas; the organizational culture in return reflects the leader¡¦s core values, as well. Managers, therefore, attempt to let all members fit into its particular culture over managerial policy and human resources strategy to increase corporate effectiveness. As the result reveals, people are considered as the most important intellectual capital for the corporate, but the critical factor for it to be successful is culture.