Syfte: Syftet är att skapa förståelse för den påverkan som implementering av lean har på arbetsmiljön ur ett medarbetarperspektiv. Metod: Studien genomförs som en kvalitativ fallstudie enligt hermeneutiskt tolkningsperspektiv där primärdata samlas in genom semistrukturerade intervjuer. Sekundärdata har huvudsakligen samlats in genom vetenskapliga artiklar och litteratur på området. Resultat & slutsats: Studien visar att implementering av lean påverkar medarbetarnas arbetsmiljö och att faktorer som delaktighet, kommunikation, utbildning och inte minst ledarskapet är viktiga faktorer för en god arbetsmiljö. En initial motvilja har efterhand som konceptet inarbetats bytts ut mot en positiv inställning och ett nytt sätt att arbeta. Examensarbetets bidrag: Studien bidrar till att skapa förståelse för hur implementering av lean påverkar arbetsmiljön. Genom förståelse för hur externa strukturer påverkar interna strukturer och därigenom medarbetarnas agerande vill vi belysa vilka faktorer som företag bör rikta fokus mot för att bibehålla en god arbetsmiljö under implementering av lean. Studiens resultat kan inte direkt generaliseras till andra arbetsplatser, men erbjuder en möjlighet att testa samma metod för att se hur arbetsmiljön påverkas. Förslag till fortsatt forskning: Studien är relativt liten och medarbetarna har arbetat tillsammans under lång tid, därför kan framtida studier med fördel utföras på företag med större personalomsättning, annat företag i servicebranschen eller som en jämförande studie mellan två olika företag för att se påverkan på arbetsmiljön. / Aim: The aim of the study is to create understanding of the implications of lean implementation on the work environment seen from the coworker perspective Method: Qualitative case study with primary data collected by interviews of managers and employees at ICA Maxi Special in two different cities. Secondary data was collected from scientific articles and relevant literature regarding previous research in the field. Result & Conclusions: The study reveals that implementation of lean affects the coworkers' perceived work environment and that factors such as participation, meaningfulness, autonomy, communication and education are important factors for a good work environment. The initial reluctance experienced by coworkers when implementing the concept was later exchanged for a positive attitude and a new way of work, which consequently led to a better working environment in general. Contribution of the thesis: The findings of this study contribute to research by understanding and highlighting the factors that influence the employees work environment. By understanding the effect of external structures, such as lean and how it affects internal structures, and such as the actions and reactions of coworkers, companies can mitigate the impact on the work environment when implementing lean. Suggestions for future research: The study is rather small and conducted at a workplace where most of the employees have worked together for several years. Therefore, we suggest that future studies can be conducted at companies with a larger employee turnover, or at a different type of company in the service industry, or as a comparative study between

Accomplishing desired benefits from investments in planned change is problematical for organizations, their leaders and the change agents charged with delivery. This is despite a well-developed literature, replete with advice on how change should be achieved. Examination of this literature shows the primary focus on change agents and their practices. This research widens the focus by observing the influence of change agents, change recipients and line managers on organizational routines undergoing planned change. It examines the interplay between stability and change in organizational routines, adopting a social practice perspective, and the routine intended to change as the unit of analysis (Feldman and Pentland, 2003, 2005). The research builds on claims that to understand the patterns of action within routines requires the internal dynamics – the claimed duality between ostensive (in principle) and performative (in practice) aspects - to be examined. A research method to operationalize the study of this claimed duality was devised following the principles of Strong Structuration (Stones, 2005). This method enabled a unique conceptualization of the study of routine dynamics, focused on planned change from the perspective of multiple, interdependent actors. Two cases of change agents following the advice in the planned change literature were explored. In one case, stability of the routine persisted when change was intended. In the other, change was relatively easy to achieve irrespective of change agent actions. The primary contribution is the demonstration of how the attitudes to change of change recipients, line managers and change agents influence the internal dynamics of routines undergoing planned change. Other contributions pertain to the method of ‘unpacking’ organizational routines and its potential for shaping future practice. This research does not offer new ‘normative’ advice but instead sensitizes planned change practitioners to the level of analysis they need to carry out to ensure that their interventions are suitably designed.

Accomplishing desired benefits from investments in planned change is problematical for organizations, their leaders and the change agents charged with delivery. This is despite a well-developed literature, replete with advice on how change should be achieved. Examination of this literature shows the primary focus on change agents and their practices. This research widens the focus by observing the influence of change agents, change recipients and line managers on organizational routines undergoing planned change. It examines the interplay between stability and change in organizational routines, adopting a social practice perspective, and the routine intended to change as the unit of analysis (Feldman and Pentland, 2003, 2005). The research builds on claims that to understand the patterns of action within routines requires the internal dynamics – the claimed duality between ostensive (in principle) and performative (in practice) aspects - to be examined. A research method to operationalize the study of this claimed duality was devised following the principles of Strong Structuration (Stones, 2005). This method enabled a unique conceptualization of the study of routine dynamics, focused on planned change from the perspective of multiple, interdependent actors. Two cases of change agents following the advice in the planned change literature were explored. In one case, stability of the routine persisted when change was intended. In the other, change was relatively easy to achieve irrespective of change agent actions. The primary contribution is the demonstration of how the attitudes to change of change recipients, line managers and change agents influence the internal dynamics of routines undergoing planned change. Other contributions pertain to the method of ‘unpacking’ organizational routines and its potential for shaping future practice. This research does not offer new ‘normative’ advice but instead sensitizes planned change practitioners to the level of analysis they need to carry out to ensure that their interventions are suitably designed.

Denna studie undersöker hur konkurrenter inom den svenska bankbranschen har samarbetat kring en akut och växande säkerhetsrisk kopplad till gemensamt ägda produkter. Med utgång i en sammankoppling av ​coopetition,​ ett begrepp för att beskriva simultan konkurrens och samarbete, och Strong Structuration Theory, en växelverkan mellan struktur och handling, visar studien hur och varför samarbetet har förändrats över tid, vilka motsättningar som existerar och hur aktörerna samarbetar med bedrägerifrågor. Studiens tydliga implikationer är att coopetition utvecklas över tid som respons på den kontextuella omgivningen och strukturella förändringar inom den, att motsättningar inom coopetition inte bara är ett relationellt fenomen mellan två konkurrenter, och att bankbranschen gynnas av tydliga och externa samarbetsformer.