<p>Försvarsmakten har sedan länge haft uppgiften att delta i internationella insatser, och som på senare år intensifierats. I början på 2000-talet startade en transformation mot en ny försvarsmakt med ökat internationellt fokus. I denna förändring har arbete skett i olika steg för att förändra myndighetens organisationskultur. Ett av syftena med denna kulturförändring var att öka officerares benägenhet att söka sig till befattningar i utlandsstyrkan. När ett sådant förändringsarbete sker kan diskurser uppstå kring vissa frågor, inom en given kontext med ett specifikt syfte, och ett givet språkbruk. I detta fall uppstod en diskurs kring internationell tjänst och meritvärdering av denna.</p><p>Denna uppsats syftar till att kartlägga den diskursiva och sociala praktiken mellan åren 2000 - 2007 och finna diskrepanser eller överensstämmelser. Utifrån detta resultat utvärderas praktiken med hjälp av teorier om organisationskultur. När en ny organisationskultur ska utvecklas finns primära och sekundära mekanismer som bör hanteras för att lyckas med ett förändringsarbete. Dessa mekanismer samt teorier om mångtydighet och motsägelser används i uppsatsen för att utvärdera och förklara resultatet inom diskursen.</p><p>Resultatet av undersökningen visar att diskursen har förändrats under undersökningsperioden, dels beroende på byte av ledare för organisationen och sannolikt även av ett ökat politiskt tryck på förändring. När det gäller genomslag i den sociala praktiken är upplevelsen av den enskilde officeren att det inte meriteras. Analysen av resultatet har skett ur olika perspektiv på att utveckla organisationskultur, bl.a. belöningar, befordran och statusbildande åtgärder. Resultatet pekar på en tendens, att det finns ett institutionaliserat sätt att befordra officerare som inte utgår från den internationella tjänstgöringen.</p> / <p>For many years now the Swedish Armed Forces have been tasked to participate in international missions, more intensely so in the last couple of years. At the beginning of the millennium the Armed Forces started a transformation with a more international focus. In this transformation work also started to change the organizational culture within the Armed Forces. The purpose of this change was to increase the willingness of officers’ participating in international missions. When changes like this are launched discourse arises - in this case a discourse about international missions and merit rating.</p><p>The purpose of this essay is to map the discursive and social practice between the years 2000 and 2007 and investigate discrepancies and concordance between them. Theories about organizational culture are used to interpret the results. When a new organizational culture is to be launched there are some mechanisms to be dealt with for a successful result. These mechanisms and theories about inconsistencies in organizational culture are used to evaluate the results.</p><p>The result of the study is that the discursive practice has changed during the studied period. In the social practice the results are that there is a tendency for the officers to experience that the merit value is not in concordance with the discursive practice.</p>

<p>This essay discusses organizational culture and focus on corporate creativity and innovation. The aim is to see which organizational factors that foster creativity and innovation in organizations. The essay will provide answer on how organizational culture can encourage creativity and innovation and how organizations can promote the rise of a creative work environment. The research design of this essay is a qualitative case study with interviews at Gotland Energi AB (GEAB). The interviews provided insight in factors that can foster creativity and innovation in organizations. The five factors recognised are; the organizations desire of creativity represented in the firm, encouragement, independence and freedom, quick testing of new ideas and economic assets. These factors are seen as part of the organizational culture as they contribute shared values and guidelines to the members of the organization. Creativity and innovation are seen as essential in the success of organizations therefore the result of this essay can help firms identify factors that foster creativity.</p>

In the new millennium the ideas of New Public Management (NPM) have become more and more popular within the public sector and its health care. NPM is a management philosophy that, among other things, aims at making public organizations more business like. The study explores the encounter between the organizational practice and an NPM idea, the idea of quality, at Landstinget in Värmland (LiV). More precisely the study aims at contributing to the discourse on effects of institutionalization as well as to knowledge on the process of local institutionalization. Another purpose of the study is to contribute to quality development in organizations. In order to do this, a project of quality (LiV 2002) at LiV is followed in time and space. In the empirical section three actor groups are identified, the new management, the old officials and the health care personnel. Between the old officials and the new management, and between the health care personnel and the new management conflicts burst out. The reason for these conflicts is, among other things, the actor groups’ diverging cultural conceptions. In the conclusion the idea of quality is, to a certain extent, found to be institutionalized in the formal structure of LiV. But the greater part of the actors’ action and thought schemes are unaffected. However, the actors at LiV are not fully unaffected by the idea of quality. It is argued that the cultural conceptions of the old officials and the health care personnel are reproduced during the work on quality. In the discussion concerning contributions, a model for studying local institutionalization from the perspective of sensemaking is put forward. It is argued that the model enables students of local institutionalization to focus on the cognitive micro processes of institutionalization. In the discussion on quality development, the focus is on difficulties and obstacles with quality development. These are found to be cultural conceptions, preservative sensemaking, processes of translation and that most public organizations are arena organizations.

The purpose of this study is to investigate differences of how the Swedishemployees union “Unionen” communicates with its members, on one hand thosewho are members of local union clubs and on the other non-club members. Thenumber of non-club members has increased due to labour market changes implyingthat workplaces have been fragmented and hence affect the possibility to form localunion clubs.The questions posed in the study are: How does Unionen communicate with itsmembers? How does the communication differ between club members and non-clubmembers? What are the preferences of Unionen´s members as far as communicationwith the central organization? What kind of information do the members seek andhow do they find it? What values does Unionen represent? Are there differencesbetween the messages that Unionen is sends out and how members and non-clubmembers, respectively, perceive them?A case study method has been used applying both quantitative and qualitativeanalyses. Quantitative methods have been used in illustrating the number ofdiscussion subjects at Unionen´s website, the members needs for receivingcommunication and channel usage while qualitative methodologies have been usedin interviews with Unionen´s members, club chairmen and union representatives aswell as semiotic picture analyses and analyses based on methods of Uses andgratifications theory.One conclusion of the study is that two significant differences of communicationhave been found between members and non-club members. The club chairmen saythat they have less communication with non-club members and the non-clubmembers’ claim that Unionen´s messages are more biased. A second conclusion isthat there is a difference in the preferred choice of communication channels. Themembers suggest that e-mail, the member magazine and verbal communication workbest while “Unionen” put a lot of its faith in electronic channels, such as web-sites.A third conclusion is that members request more locally relevant information andthat they see the Unionen´s communication as too general, creating muchuncertainty of the objectives of “Unionen´s” communication

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I denna studie studeras en organisation som förmedlar sina värderingar explicit.Många organisationer inom såväl privat som offentlig sektor väljer offentliggöra vilka värderingar som präglar organisationens arbete. Vad som sällan framgår är vad dessa värderingar innebär för den anställde. Det är mot denna bakgrund som studiens syfte arbetats fram. Studiens syfte är att undersöka vilken funktion organisationens explicita värderingar fyller i det vardagliga arbetet. I studien har sex intervjuer genomförts med anställda inom en organisation som gjort sina värderingar publika. Ett av resultaten från intervjuerna visade att organisationens explicita värderingar utgör de värden organisationen vill bli förknippad med. De anställda förväntas använda sig av värderingarna som en vägledning i arbetet och organisationens omvärld kan se värderingarna som en guide vad gäller förväntningar på mötet med organisationen. En av studiens slutsatser visar därmed att den kanske viktigaste funktionen värderingarna utgör är av en styrande karaktär. Anställda formas till att anta ett sådant beteende som kan härledas till värderingarna. Nyckelord: Explicita värderingar, styrning, organisationskultur, tolkningar / This study examined an organization that expresses its values explicitly. Many organizations in both public and private sector choose to express the values that the organization would like to be associated with. What is rarely clear is what these values mean for the employee. It is against this background that the purpose of the study took its shape. The purpose of this study is to investigate which function the organization’s explicit values fill in the everyday work. The authors of this study have conducted six interviews with employees in an organization that has made their values public. One of the results from the interviews shows that the organizational values stand for what the organization wants to be associated with. Employees are expected to use the values as a guide in the everyday work and the organization's surroundings can see the values as a guide in terms of expectations for their meeting with the organization. One of the study findings therefore prove that the most important feature of the organizational values is represented as a control variable. Employees in the organization are shaped to adapt such behaviour that could be related to the organizational values. Keywords: Explicit values, control, organizational culture, interpretation

Research related to culture, and analysis of the collected information needs frameworks to understand and solve the complex questions about cross culture behaviour and their integration, particularly when a company with strong native cultural influence starts its operation in another country which has similarly strong local culture. Using Hofstede and Trompenaars, Hampden’s dimensions of cultural understanding, this study aims to understand and assess the challenges related to integration of cultures, when Swedish MNC IKEA started its IT Operation in Shanghai, drawing conclusions about how and if the cultural behaviours did fit the existing frameworks and underlining the cultural gaps still existing in the organisation.

The problem for women in the labour market has been and is still being widely treated from different disciplines, there are still many gaps linked to it. Although the equality between genders has simultaneously risen, gender inequality becomes especially evident in top management positions. This fact attracted our attention and motivated us to analyse the women’s situation in the management in Spanish companies. The masculine man has developed different theories linked to organizations. But when the society and the organization change, that man discovers that his recipe book is not worth nothing anymore. For instance, values like hierarchical organization, aggressiveness, competitively, individualism, etc. In brief, all attributes that women called: “macho man”. This paper investigates the barriers that women have to overcome in order to achieve the senior positions, as well as, the identification of the traditional leadership style to the masculine stereotype. As consequence, we have had in mind the progressive implantation of a new organizational culture, the values that belong to the feminine stereotype (group orientation, emotion, cooperation, etc). Therefore, the success leadership is no longer linked to the masculine stereotype. The practical method involves the development of semi structure interviews to men and women in top managerial positions in order to analyse if both men and women follow their gender stereotypes, and therefore, they have different leadership styles according to gender. Due to this fact, companies should adapt the idea of a pluricultural style in order to get organizational culture more flexible.

To find an appropriate balance between centralization and localization is a key factor for a successful international company. From a company perspective, this thesis tries to figure out if the different aspects such as organizational culture, national culture and industry sector determine the standardization or adaptation of companies' websites and which website features are affected. The internationalization typology of Barlett and Ghoshal has been used to classify 12 companies from 3 industry sector according to their international strategy. Then their websites in United States, Germany and Taiwan will be analysed to compare if the internationalization types among their websites correspond to the expected. The results show that the three aspects impact the appearence of their websites.

Leadership style builds up the organizational culture while the organizational culture develops the leader ship style. The great organizational culture and fit leadership style for business environment and future development can improve employee job efficiency and encourage employees put efforts to achieve the organization goal. In this study, we would like to understand the relationship between leadership style, organizational culture, personal characteristics and performance to provide some suggestions for organization on consideration of employee performance improvement. The analysis result of this study states as follows: 1.Manager leadership has positive influence to organizational culture. The result implies that the transformational leadership has strongest influence on organizational culture development while transactional leadership is associated with hierarchy culture and market culture. 2.Organizational culture has positive influence to employee job performance. The result indicates the adhocracy culture has the strongest influence on contextual performance while hierarchy culture has the strongest influence on task performance. 3.The manager leadership style has positive influence to employee job performance. The result suggests that the transformational leadership has stronger influence on contextual performance then transactional leadership. 4.Organizational culture has mediating effect on the relationship between the manager leadership style and job performance. The result states that the adhocracy and hierarchy culture have absolute mediating effect on the relationship between transformational leadership and job performance. 5Personal characteristics have positive influence to job performance. The result indicates that employees with the internal locus of control have higher job performance. 6.Personal characteristics have no moderating effect on the relationship between manager leadership style and job performance. 7.The analysis result of respondents¡¦ background variables shows that the employees¡¦ position influences the job performance and the managers¡¦ tenure influences the transformational leadership which indicates the longer the managers stay in the organization, the stronger influence shows on the association with transformation leadership. 8.The industrial analyses implies that employees who work under transformational leadership with hierarchy culture in digital industries , under transformational leadership with adhocracy culture in other industries and under transactional leadership with adhocracy culture in other industries have higher job performance.