I dagens organisationer blir teamarbete allt vanligare för att uppnå dem organisatoriska målen. Denna decentralisering formas på grund av den komplexitet som finns i vissa arbetsuppgifter, sådana uppgifter som enskilda medarbetare inte har kunskaperna till. Ofta behövs det flera kompetensområden för att slutföra ett projekt eller uppnå ett organisatoriskt mål. Att arbeta i team kan då vara en lösning (Courtney, Navarro, & O'Hare, 2007). Detta sätt att arbeta på kan också gynna kreativitet, flexibilitet och produktivitet (Sutherland & Schwaber, 2016). Detta är en kvalitativ studie där intervjuer genomförs med medlemmar i två självorganiserande företag. Under den teoretiska referensramen beskrivs de modeller som senare utgör en tolkningsmodell för hur motivation, organisationskultur och effektivitet kan samspela i ett självorganiserade företag. Syftet med denna uppsats är att få reda på hur motivationsfaktorer och kulturfaktorer kan påverka effektiviteten i självorganiserande team. Studien visar på att en välfungerande kommunikation och ett starkt samarbete är viktiga faktorer för att ett team ska kunna vara effektivt. Om det uppstår störningar exempelvis i form av konkurrens inom organisationen eller brister i samarbetet kan detta påverka effektiviteten oerhört negativt. Studien indikerar även att kompetens är en av de största motivationsfaktorerna inom självorganiserande team. / In today’s organizations teamwork is becoming more common to achieve organizational goals. This decentralization is formed because of the complexity that exists in certain tasks, tasks hat individual employees do not have the knowledge in. Often several areas of competence are needed to complete a project or achieve an organizational goal. Working in team can then be a solution (Courtney, Navarro, & O'Hare, 2007). This way of working can also promote creativity, flexibility and productivity (Sutherland & Schwaber, 2016). This is a qualitative study where interviews with members of two self-organizing companies are conducted. The theoretical framework describes the models that later will constitute an interpretational model for how motivation, organizational culture and efficiency can interact in as self-organized company. The purpose of this paper is to find out how motivational factors and cultural factors can influence the effectiveness in self-organized teams. This study shows that a well-functioning communication and a strong collaboration are important factors for a team to be effective. If there are disruptions, for example in the form of competition within the organization or lack of cooperation, this can have a negative impact of efficiency. This study also indicates that competence is one of the biggest motivational factors within self-organizing teams.

Syfte - Att skapa en djupare förståelse för hur kulturskillnader påverkar arbetet med scrum, med specifikt fokus på psykologisk säkerhet. Metod – En kvalitativ fallstudie med induktiv ansats har gjorts där semistrukturerade intervjuer tillsammans med observationer har använts för att samla in data. Tillsammans med litteratur har sedan en innehållsanalys gjorts.  Resultat – Studien har identifierat tre dimensioner som är viktiga att beakta vid arbetet med scrum. Dessa dimensioner är Inställningen till människan, Hanteringen av människan och Beteenden av människan, och belyser hur kulturskillnader skapar olika förutsättningar för psykologisk säkerhet i scrum-team. Vidare kan dessa insikter leda till ett förbättrat arbete med scrum och i förlängningen skapa mer innovativa och konkurrenskraftiga scrum-team och organisationer.  Teoretiska implikationer – Studien bidrar till litteraturen om psykologisk säkerhet med en empirisk förankrad teori som visar hur kulturskillnader skapar olika konsekvenser för psykologisk säkerhet. Mer specifikt visar den hur dessa kulturskillnader hänger samman och påverkar varandra. Ett andra bidrag som den här studien gör är att skapa djupare förståelse för hur implementering av scrum och agil övergång med fördel bör ske i en ny kultur, som karaktäriseras av hög maktdistans, osäkerhetsundvikande och kollektivism. Praktiska implikationer – Studiens resultat visar att de identifierade kulturskillnaderna hänger ihop vilket innebär att samtliga behöver adresseras för att skapa ett psykologiskt säkert scrum-team i en ny kultur. Psykologisk säkerhet är en förutsättning för självorganiserade team, så som scrum-team, och därmed är studiens resultat av intresse för gruppchefer på samtliga företag som arbetar med scrum, både i olika nationella kontexter och med multinationella team samt i globala virtuella team. / Purpose – To create a deeper knowledge for how cultural differences influences the work with scrum, with specific focus on psychological safety. Method – A qualitative case study with an inductive approach have been carried out where semi-structured interviews together with observations have been used to collect data. Together with literature a content analysis was then preformed. Result – The study has identified three dimensions that are important to consider when working with scrum. These dimensions are Attitude to the human, Managing the human and Behaviors of the human, and these show how cultural differences creates different basis for psychological safety in scrum teams. Moreover, these insights can lead to improved work with scrum and in turn create more innovative and competitive scrum teams and organizations. Theoretical implications – The study contributes to the literature about psychological safety with empirical theory that shows how cultural differences creates different consequences for psychological safety. More specifically, it shows how these differences in culture are related to one another and affects each other. Another contribution of this study is that the result creates a deeper understanding of how the implementation of scrum and agile transitioning best can be done in a new culture, specifically that is characterized by high power distance, uncertainty avoidance and collectivism. Practical implications – The study shows that the identified differences in culture are related to each other, which means that all needs to be addressed to create a psychological safe scrum team in a new culture. Psychological safety is a prerequisite for self-organized teams, such as scrum teams, and thus the result is of interest for group managers in all companies and organizations working with scrum, both in different cultural contexts and with multinational teams as well as in global virtual teams.

Globalization has continuously brought an increased competition among companies, which entails a need for faster and more frequent deliveries of new products. Traditional project management methods, such as stage-gate and waterfall, are commonly used in production development projects and builds on a sequential approach. These methods have proven to have some disadvantages in flexibility, long lead times and it often creates communication barriers between the actors at each stage. The software industry has already encountered these obstacles and responded by introducing agile project management. Which improves the adaptability and allow changes to be made, due to new requirements from stakeholders or customers, throughout the entire development process. However, it remains unknown how agile models can improve production development. The purpose of this study was therefore to investigate how agile models can be applied to production development and what the effects are.  The authors have performed a case study at eight different companies within the automotive industry. The purpose of it has been to gain a deeper understanding about the case companies current production development processes and review how familiar the organizations are with the concept of agile project management. The extraction of the empirical data was conducted by questionnaires, interviews, and document reviews. An analyzation was done by comparing the empirical findings with the theoretical background out of eleven different categories that relates to project management (e.g., project goals, process, customer integration etc.). The analyzation concluded that the case company exclusively conducts their production development project by using a sequential approach.  The analyzation and the eleven categories where, together with the theoretical background about agile project management, later used to create the result by brainstorming different practices to become more agile. The results are presented out of three different scenarios, depending how agile the companies would like to be. For instance, are two process models suggested, one that is completely agile and one that is a hybrid of an agile and a stage-gate. Furthermore, are the implementation of self-organized teams, holistic approach towards internal and external partners, and reduced demand for documentation some of the practices that are suggested. Additionally, are three considerable aspects for the implementation presented.  The expected outcome and effects of applying these practices are discussed in the final chapter. Some of these outcomes are a company culture that will attract and retain talented personnel, where shared responsibilities and authorities triggers the employees to an increased commitment and sense of ownership towards their projects. Furthermore, are the companies expected to experience a more flexible and responsive approach towards conducting production development projects with a high focus on customer requirements and creating customer value.