The intent of this study is to improve our understanding of employee behavior. Specifically, to understand why an employee would be motivated to seek a job somewhere other than their current place of employment. As well to understand the perspective of the employer with how they could retain these employees, considering the current job-hopping phenomenon and the high cost of employee turnover. The purpose of this study is to understand the needs of employees at work and apply them to retention strategies. The study focuses on the differences between organizational levels, as this has not been sufficiently studied in the past. The present study applies Maslow's hierarchy of needs, along with traditional retention strategies to employee's current views, in order to create a new framework for retention strategies. As a qualitative case study, interviews have been conducted within a small firm from the real estate industry in the USA to obtain an insight into employees' needs at work and their perception of retention. It was of paramount importance that every level of the organization was represented, with responses from the lowest level administrator up to the partner owner level of the company. Discussing the findings, this study intends to create a model for employee job satisfaction at two different levels of an organization, thus providing an understanding of their needs and goals at work. As well also contributing to suggested retention strategies by offering a retention model for each level. The main contribution of this study is that it demonstrates a difference in factors for job satisfaction at different levels of an organization, which justifies the adoption of a uniquely adapted retention strategy for each level. If the traditional means of motivation and retention can be used for employees highly positioned within the hierarchy, this study shows that at a lower-level, employees seek well-being far more than performance and financial rewards. Thus, the conclusion has been proposed that achievement and success are central to the satisfaction and retention of high-level employees where well-being and company culture are central to low-level employees.

Background: Succession is a crucial concern for family business owners where an issue of importance is to retain the control within the family. Succession is a planned process which must be put in place to rearrange the leadership from one family member to another. It is a fragile process which requires a precise and in- depth planning as a result of the different essence of family firms. One of the most thriving and successful entrepreneurship regions in Sweden is the GGVV-region, Gnosjö, Gislaved, Värnamo and Vaggeryd, located in south of Sweden and consists of many family firms. Most of the companies in the GGVV-region are successful, at the same time, family firms in this region manage to go through successions and keep the business within the family. However, there is a little research available on succession within the GGVV-region. Purpose: The purpose of this research is to discover and examine the individual- and organizational level factors involved in succession for family members within family firms in the GGVV-region. The study will also identify what challenges family firms in this region deal with during the succession process. Method: The research was made with a qualitative approach, using in-depth, semi-structured interviews to collect the data. Ten face-to-face interviews were conducted with family firm owners in order to gather information about the succession process. An inductive approach has been used to analyze and interpret the data. Conclusion: It was concluded that common individual level- and organizational level factors has a major impact and is of importance when it comes to the succession process within the GGVV-region. Furthermore, it was also found that challenges such as; understand the complexity, clear work description andreleasing the control tend to have a crucial role within the succession process.

This essay investigating outbound factors by theoretical planning behaviors approach which generate knowledge information sharing component to knowledge workers of IC Testing/Assembly plant. The external essence and factor is divided into Individual-Level Factors, Team-Level Factors and Organizational-Level Factors: Individual-Level factors including motives (Self-Interest factor and altruistic Factor), job satisfaction; Team-Level Factors should be complied with trust, leaderships; Organizational-Level Factors would be concluded with enterprise culture, management constitutions. Investigated objects would be focused on Walton Advanced Engineering Co.,Ltd., after sampling with the IT engineering, I have concluded with the following issues: 1. Self-Interest factor and job satisfactory factor would be greater influence than the altruistic Factor. 2. Leadership is a critical influencing factor in the knowledge sharing process. 3. Trust is an essential factor for knowledge sharing within a group. 4. Culture and reward system are the most influencing factor for knowledge sharing. 5. It is necessary to tie in administrative strategy to raise the wills to share knowledge. 6. Encouraging group members explode the nuclear tacit knowledge benefits a lot to individuals and overall group improvement and growth. 7. It is quite a challenge to enterprise to build the knowledge sharing mechanism. Hoping the conclusions above would benefit to those knowledge works related managers and knowledge owners to inherit and preserver the main essence of knowledge base for their working groups.

No ambiente organizacional, o fenômeno criatividade é resultado da interação de fato-res. Cultura organizacional, disponibilidade de recursos, expertise, liderança, motivação, estratégia, formação de grupos, são exemplos de fatores que exercem influência sobre a criatividade nas organizações. Este trabalho teve por objetivo identificar e organizar nos níveis de indivíduo, de grupo e organizacional os fatores que exercem influência sobre a criatividade no ambiente das organizações. O presente estudo foi elaborado com caráter exploratório e pretendeu ampliar o entendimento do fenômeno criatividade em empresas brasileiras. Os fatores foram identificados a partir de revisão de literatura e questionados por meio de ferramenta quantitativa a fim de coletar a experiência e opinião de profissi-onais de organizações brasileiras reconhecidas por sua capacidade inovadora. O estudo de campo realizado confirmou a importância de cada um dos fatores o que permitiu a construção de um conjunto coerente de fatores que influenciam a criatividade no ambi-ente das organizações. Demonstrou-se ainda por meio dos resultados obtidos, que, con-forme a organização, podem ocorrer ênfase em alguns fatores e redução da importância de outros. Desta forma, considera-se que a consolidação dos fatores em uma estrutura possibilita a elaboração de ações com objetivo de desenvolver e incrementar o potencial criativo das empresas. / Creativity, within the organization environment, is a result from the interaction of sev-eral factors such as organizational culture, resources availability, expertise, leadership, motivation, strategy and group formation. This work did aim to identify and organize these factors in individual, group and organization levels. It was conducted as an ex-ploratory study intending to boost organizational creativity understanding in Brazilian companies. Factors identified in the literature were checked against Brazilian innovation professionals of well-known organizations through quantitative interviews. The research data did corroborate the factor’s importance making possible to build a structure of the factors that influence creativity in organizational context. The results have also demon-strated that there is alternation of importance of these factors according to the organiza-tion profile. As a result is possible to say that having a factor’s structure enable organi-zations to improve their creative potential.

No ambiente organizacional, o fenômeno criatividade é resultado da interação de fato-res. Cultura organizacional, disponibilidade de recursos, expertise, liderança, motivação, estratégia, formação de grupos, são exemplos de fatores que exercem influência sobre a criatividade nas organizações. Este trabalho teve por objetivo identificar e organizar nos níveis de indivíduo, de grupo e organizacional os fatores que exercem influência sobre a criatividade no ambiente das organizações. O presente estudo foi elaborado com caráter exploratório e pretendeu ampliar o entendimento do fenômeno criatividade em empresas brasileiras. Os fatores foram identificados a partir de revisão de literatura e questionados por meio de ferramenta quantitativa a fim de coletar a experiência e opinião de profissi-onais de organizações brasileiras reconhecidas por sua capacidade inovadora. O estudo de campo realizado confirmou a importância de cada um dos fatores o que permitiu a construção de um conjunto coerente de fatores que influenciam a criatividade no ambi-ente das organizações. Demonstrou-se ainda por meio dos resultados obtidos, que, con-forme a organização, podem ocorrer ênfase em alguns fatores e redução da importância de outros. Desta forma, considera-se que a consolidação dos fatores em uma estrutura possibilita a elaboração de ações com objetivo de desenvolver e incrementar o potencial criativo das empresas. / Creativity, within the organization environment, is a result from the interaction of sev-eral factors such as organizational culture, resources availability, expertise, leadership, motivation, strategy and group formation. This work did aim to identify and organize these factors in individual, group and organization levels. It was conducted as an ex-ploratory study intending to boost organizational creativity understanding in Brazilian companies. Factors identified in the literature were checked against Brazilian innovation professionals of well-known organizations through quantitative interviews. The research data did corroborate the factor’s importance making possible to build a structure of the factors that influence creativity in organizational context. The results have also demon-strated that there is alternation of importance of these factors according to the organiza-tion profile. As a result is possible to say that having a factor’s structure enable organi-zations to improve their creative potential.

No ambiente organizacional, o fenômeno criatividade é resultado da interação de fato-res. Cultura organizacional, disponibilidade de recursos, expertise, liderança, motivação, estratégia, formação de grupos, são exemplos de fatores que exercem influência sobre a criatividade nas organizações. Este trabalho teve por objetivo identificar e organizar nos níveis de indivíduo, de grupo e organizacional os fatores que exercem influência sobre a criatividade no ambiente das organizações. O presente estudo foi elaborado com caráter exploratório e pretendeu ampliar o entendimento do fenômeno criatividade em empresas brasileiras. Os fatores foram identificados a partir de revisão de literatura e questionados por meio de ferramenta quantitativa a fim de coletar a experiência e opinião de profissi-onais de organizações brasileiras reconhecidas por sua capacidade inovadora. O estudo de campo realizado confirmou a importância de cada um dos fatores o que permitiu a construção de um conjunto coerente de fatores que influenciam a criatividade no ambi-ente das organizações. Demonstrou-se ainda por meio dos resultados obtidos, que, con-forme a organização, podem ocorrer ênfase em alguns fatores e redução da importância de outros. Desta forma, considera-se que a consolidação dos fatores em uma estrutura possibilita a elaboração de ações com objetivo de desenvolver e incrementar o potencial criativo das empresas. / Creativity, within the organization environment, is a result from the interaction of sev-eral factors such as organizational culture, resources availability, expertise, leadership, motivation, strategy and group formation. This work did aim to identify and organize these factors in individual, group and organization levels. It was conducted as an ex-ploratory study intending to boost organizational creativity understanding in Brazilian companies. Factors identified in the literature were checked against Brazilian innovation professionals of well-known organizations through quantitative interviews. The research data did corroborate the factor’s importance making possible to build a structure of the factors that influence creativity in organizational context. The results have also demon-strated that there is alternation of importance of these factors according to the organiza-tion profile. As a result is possible to say that having a factor’s structure enable organi-zations to improve their creative potential.

In the era of globalization and rapid change, talent management (TM) is becoming an increasingly important topic, since it sets direction for companies and the whole economies in general towards success and development. Exploring the phenomenon on the organizational or meso level, talent management techniques are implemented by organizations to attract, develop, engage, keep and deploy employees who are believed to be particularly valuable to them. By utilizing talents in a proper way, companies can increase their efficiency, add value to their brand credibility, and contribute to diversity of their corporate culture. For these reasons, top managers and HR professionals widely consider talent management to be one of their key priorities and invest largely in it. Companies that refuse to employ talent management techniques risk losing their competitive advantage, their market share and consequently their profitability. More than that, such companies remain unattractive to talented experts and cannot boast prominent financial results. This thesis gives a lot of insight into the current state of affairs concerning talent management in Russia and looks into possible problems that can arise in regard to the process of its implementation in Russian context. We found the issue of talent management in Russia to be under-researched at the moment, thus, we decided to make a contribution to the study of the concept. We carried out our research through a multi-level perspective because we are positive that there is a strong interplay between different contexts regarding talent management implementation in Russia. The obtained empirical findings have provided us with the knowledge that there is a number of obstacles hindering development of TM in Russia. More than that, we found that the approach to TM fully depends on the origin of a company.

Purpose - The purpose of this thesis is to explore aspects that affect inter-organizational knowledge transfer (KT), at the organizational level, from different sized companies such as small and medium enterprise (SME) and large or multinational company (LC/MNC), separately, to their partners.Design/methodology/approach - This thesis conducted a qualitative study with a deductive approach, using two companies in Sweden that belong to the hospitality industry and health sector, one SME, and one LC/MNC in order to explore the aspects that affect inter-organizational knowledge transfer by applying a theoretical framework based on existing literature. Thus, the thesis adopts an exploratory case study approach as a research strategy, to which the theoretical framework is applied to. Findings – The theoretical framework regarding SMEs and LC/MNCs engaging in inter-organizationalKT with partners found that the following aspects are affected differently in the companies: (1) Howformal and informal Knowledge governance mechanisms are applied in the different sized firms (e.g.,LC/MNC aim to reduce cost and improve profitability with formal, while SMEs focus on growth andexpansion with informal) (2) Formal trust agreements are used to establish Trust with partners for bothsized firms (e.g., by None-disclosure agreements), (3) In Cultural distance, SMEs focus onunderstanding the decision-making process and motivation of their international partners, (4)Geographical distance/proximity is prevalent to establish trust-based relationship between partners, (5)In Disseminative capacity SMEs as a source feel less motivated to exchange knowledge with differentpartners, e.g., a LC/MNC due to their rigid processes and inflexibility , (6) The LC/MNC prefer formalSocial ties with partners, while SMEs prefer informal ones, however the SME often ends up adaptingto their larger partners preferences, (7) Both the SME and LC/MNC attempt to establish Motivation viathe job deception for the employees and the employees were motivated by this rather than being offeringintrinsic or extrinsic motivation, (8) The SME’s Absorptive capacity as a recipient of knowledge, limitsthe KT due to their organizational limitations and (9) The perspective of LC/MNC regarding Knowledgecharacteristics, when the maturity level and experience of the partner organization (e.g., a SME) isdeemed low, this affects the KT negatively as it increases ambiguity and tacitness of the knowledge,while complexity was found to be of low concern due to the smaller organizational needs. Managerial implications - This thesis brings practical implications to senior managers of companies at the strategic level. First, the findings provide an understanding of aspects that affect inter-organizational knowledge transfer where one organization can prioritize aspects that belong to different sized partners and shape accordingly a strategy on collaboration and interaction with external partners of different sizes. Therefore, when top managers are aware of aspects that affect knowledge exchange between partners, they can identify various risks of success and failure in KT processes according to the list provided and prioritize actions and opportunities that can arise due to engagement in that partnership: cultural, geographical, motivation, partner’s capabilities, ambiguity, complexity, etc. Secondly, to draw a holistic snapshot of various aspects in the findings that affect KT activities from the inter-organizational perspective for different firm sizes in terms of similarities and differences of KT activities for LC/MNCs and SMEs, managers can establish specific strategies to analyze their own knowledge transfer activities to adjust accordingly when participate in inter-organizational knowledge transfer with partners depending on the size. Originality/value - This research adds value to inter-organizational KT aspects for SMEs and LC/MNCs in terms of differences and similarities, in the sense of how KT aspects affect the different organizations, as the aspects are prioritized, impacted, and treated differently based on the size of the organization. Thus, this thesis integrates aspects that affect inter-organizational KT from different bodies of the literature and demonstrate theoretically and empirically the perspective of different company size(LC/MNC and SME). Keywords - Knowledge transfer, Inter-organizational, Organizational level, LC/MNC, Large company, Multinational company, SME, Small and medium enterprise.Paper – Master thesis.

Occupational therapy practitioners (OTPs) are reporting low levels of research application in everyday practice, causing a low frequency of evidence-based practice (EBP) implementation (Krueger et al., 2020; Myers, 2019a). A review of the literature demonstrates that individual level factors, such as lack of knowledge, skill, time, and resources for research use, coupled with organizational factors, such as low priority, support, and expectation for EBP, act as barriers to EBP (Wang et al., 2019). This doctoral project aims to build the capacity for research use at both the practitioner and the organization levels through an evidence-based multifaceted intervention program. It will impact the knowledge and skill for understanding and applying research evidence in practice and the frequency of research use in daily practice among school-based occupational therapy practitioners (Sb-OTPs), as well as the organization’s resources, priorities, and environment to support EBP. A mixed-methods design will be used, with a convenience sample of nineteen Sb-OTPs employed at a therapy agency that provides services through contract positions to local school districts. The program consists of four main components of education, provision of resources, working in groups, and organizational supports. The Knowledge-To-Action (KTA) framework (Graham et al., 2009) provides a context-focused iterative process to the program design, from problem identification to sustainability. Continual involvement of all stakeholders, assessment of barriers to tailor the intervention, and adaptation of the knowledge for use in the practice context are KTA-based core program features. The education component is informed by Social Cognitive Theory (SCT) (Bandura, 1986), brain-based learning strategies (Willis, 2006; Yee & Boyd, 2018), and literature supporting blended learning and digital health education formats (Brown et al., 2020; Hew & Lo, 2018; Liu et al., 2016). The program description, implementation, research evaluation plan, and program funding and dissemination are described in detail.