The theme of this thesis is to design a managing system of a particular group of financial advisors through managing a development of competences. In this work, you will learn about financial advisory field, the broker group and the specific business team, for which the proposal was created. To be successful as a financial advisor, an associate needs to master variety of competences. The ability to manage the work results is especially connected with manager's skills to control the team members' capability of achieving the targeted results and therefore his ability of controlling their competence levels. The suggested competence model is created for needs of the particular business team and is based on objective methods. The model is further used as a management tool. This is allowed by adding a rule of use and an evaluation system. The design of the system implementation contains a recommendation for introduction into the firm and a financial evaluation of the implementation investments.

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Bakgrund: En av vår tids största omställningar är digitaliseringen. Den digitala innovationen har varit avgörande och öppnat möjligheter för kommunikation och samarbete hos företag runt om i världen. Virtuella team har kommit att blivit en stor del av dagens arbetssituation. Digitaliseringen har skapat större utmaningar för ledare att engagera och motivera medarbetare. För att främja varje individs begåvning, kreativa idéer, drivkraft samt prestationer finns det ett ramverk, kallat performance management som främjar denna typ av arbetskraft. En viktig aspekt av performance management anses även vara “lärande”. Så långt det är praktiskt möjligt bör lärande och arbete integreras. Syfte: Studiens syfte är att undersöka digitaliseringens påverkan på digitalt teamledarskap, arbete med performance management samt organisatoriskt lärande. Metod: Studien använder både kvalitativ och kvantitativ data men har främst ett kvalitativt fokus där en multipel fallstudie hos fyra företag gjorde det möjligt att uppnå syftet. I uppsatsen benämns dem som Företag A, B, C och D. Det genomfördes en triangulering som bestod av intervjuer med personer i ledande positioner, en enkätundersökning med medarbetare på samtliga företag samt insamling av dokumentation från företagen och deras hemsidor. Slutsats: I undersökningen har Företag A, B, C och D blivit exempel på hur digitaliseringens påverkan sett ut för olika företag och branscher vad gäller digitalt teamledarskap, arbete med performance management samt organisatoriskt lärande. Studien visar att digitaliseringen i stor utsträckning har påverkat det digitala teamledarskapet. Däremot var digitaliseringens påverkan vad gäller arbetet med performance management inte särskilt påtaglig då samtliga företag arbetar med digitala verktyg och system sedan innan. Vad gäller organisatoriskt lärande visar studien slutligen att digitaliseringen haft en inverkan på processen att bli en lärande organisation. / Background: One of the biggest changes of our time is digitalization. Digital innovation has been crucial and opened opportunities for communication and collaboration with companies around the world. Virtual teams have become a big part of today's work situation. Digitalization has created greater challenges for leaders to engage and motivate employees. To promote each individual's talent, creative ideas, driving force and performance, there is a framework, called performance management, that promotes this type of labor. An important aspect of performance management is also considered to be “learning”. As far as is practically possible, learning and work should be integrated. Purpose: The purpose of the study is to investigate the impact of digitalization on digital team leadership, performance management and organizational learning. Method: The study uses both qualitative and quantitative data but mainly has a qualitative focus where a multiple case study at four companies made it possible to achieve the purpose. In the thesis, they are referred to as Company A, B, C and D. There, a triangulation was carried out which consisted of interviews with people in leading positions, an employee survey at all companies was implemented and collection of documentation from the companies and their websites. Conclusion: In the survey, Company A, B, C and D have become examples of how the impact of digitalization looked for different companies and industries in terms of digital team leadership, work with performance management and organizational learning. The study showed that digitalization has greatly affected digital team leadership. On the other hand, the impact of digitalization in terms of work with performance management was not very significant as all companies have been working with digital tools and systems before. In terms of organizational learning, the study finally shows that digitalization has had an impact on the process of becoming a learning organization.

本研究以團隊研究的角度探討創新的過程，進而去探討比較深入的團隊互動細節。本研究希望能夠將創新過程與團隊研究進行整合與對話，從中了解到團隊研究對於創新有何助益，而創新過程中不同的團隊因素之間又有何關聯性存在著？進而對我國企業未來進行創新過程時能有所助益。 研究對象的選擇方面，經由研究者立意評估之後，決定選擇「iBook與蘋果電腦協同設計個案」、「國豐Monitor品牌經營個案」、「華宇PMP之商品開發個案」、「華宇LCD Monitor商品開發個案」作為本研究之研究個案，原因簡述如后。 iBook與蘋果電腦協同設計個案： 爭取到蘋果電腦的合作意向之後，持續進行協同設計達五年之久。從創意發想到進行提案，成功爭取蘋果電腦首肯同意合作，並且開始進行iBook的細部開發，面對先進技術的未知性，面對及時上市的壓力，最後成功在市場上獲得好評。該公司當時只是成立不到一年的新公司，面對大廠環伺，該公司如何能夠勝出進行創新過程？以小搏大是本案例的獨特性，更能帶給新創業者不一樣的啟示。 國豐CRT Monitor品牌經營個案： 從無到有推出自有品牌，在傳統CRT螢幕被LCD取代之前穩占世界前五大品牌。從創意發想到確定構想，進而進行跨團隊合作，整合不同國家的人員進行創新過程，並且成功在市場上獲得一席之地。如何在眾家CRT競爭之下脫穎而出，值得深入進行探討。 華宇PMP商品開發個案： 華宇當時決定進行PMP產品的開發，在全無類似產品開發的經驗下，持續近一年之久。從創意發想到產品研發與製作，都是公司先前沒有經驗的領域，而且過去的華宇是以筆記型電腦代工為主，對於PMP產品並沒有接觸。華宇是個代工廠，且以筆記型電腦代工為主力，在這樣情境下的創新過程，會是怎樣轉折值得探討。 華宇LCD Monitor商品開發個案： 華宇在PMP商品開發失敗後，決定事業部化，遂成立視訊事業部專司LCD Monitor研發。捲土重來，雖然PMP失敗了，但是LCD卻成功，其中的原因為何？歷經一次失敗後，成功熱銷LCD Monitor之過程，浴火重生經驗值得研究。 本研究之個案均有獨特的背景與環境，研究者針對團隊研究之因素進行分析，找到各個團隊因素之間的關聯性後，以此進行本研究個案之研究探討，最後並作出結論與提出建議。 / This research will look at the process of “creativity to product” from the angle of team research. Team research focuses on confirming the interconnection of the factor such as the relationship between the leader and follower, the relationship between knowledge sharing and the innovation, etc. I decide to choose “Cooperating design of iBook and Apple computer”, ” Kuofeng monitor brands perating”, ”Arima’s PMP products development”, and “Arima’s LCD monitor development” as the cases studies for this research. The result of the cases I listed above. Cooperating design of iBook and Apple computer： From idea to proposal and finally the permission, ibook has cooperated with Apple computer for five years. Although faced with pressure and uncertainty, iBook finally was popular in the market. Encountered with many strong manufacturers, iBook was just a new company open less than one year. Its success in that kind of predicament can set a good example for the innovative industries. Kuofeng CRT monitor brands operating: Starting the brand from scratch, Kuofeng was always the top five brands before LCD replaced CRT monitor. From idea to realization, and then team work, they integrate the perators from different countries and different field, and successfully gain a place in the market. It completely experienced the process so that it also fit the criteria of comparability. Arima’s PMP products development: Arima wanted to find a way out by developing a new product, which was PMP. However, Arima did not possess the specialists of PMP related-products, neither did the industry. Though many adversities, what caused the final failure? I will elaborate this in my paper. Arima’s LCD monitors development: After the failure of PMP, the company became profit-centered. One of the unit specialized in developing the the LCD monitor.They did not have the experience but still developed the product received huge success. Compared with the failure of PMP, what cause the final success of this product? However they all have different background, direction and environment. How will these factors affect the result is worth doing research on it.The structure of this research is reflecting on the literatures, and focusing on the team factors to analyze, and using these results to study the cases.

More than ninety per cent of projects are run by project teams and the stronger the team the more likely the project will succeed. Team building activities are performed to both increase team performance and to enhance the likelihood of project success. For the purpose of this study, information technology (IT) business projects were chosen as IT is a major driving force in business today and there is widespread dissatisfaction with the performance of IT business projects. In analysing the causes of dissatisfaction, increasingly researchers are recognising that technology is a secondary issue behind the human side of project team management. Business projects were chosen because increasingly IT is being used in the business environment to solve problems in the post-industrial era characterised by the service industry, while the manufacturing industry, from which much of the project literature has emerged, reduces. The importance of the project team in developing IT business projects is well recognised and managers are concerned about their ability to transform an ad-hoc collection of people assigned to a particular project into a coherent, integrated project team. In most cases the activities recommended to build a successful IT business project team have been theoretically based, rather than empirically founded. The goal of this research was to investigate the team building activities used on successful projects. To achieve this goal, the research defines the key measures of project success and establishes their relative importance; determines the most important team building activities for project success with experienced project managers; enhances the understanding of implementation of team building activities on successful projects; and provides suggestions on how to increase the likelihood of project success through focusing on team building activities. The research used the analytic hierarchy process (AHP) to develop a hierarchical model linking project success measures with team building activities. Confirmation of the AHP results and additional understanding of team building activities implementation was achieved by interviewing experienced project managers. The research found that customer satisfaction, although seldom used, was significantly more important as a project success measure than the three measures most often used - time, budget and scope. As identified by project managers, the most important team building activities for achieving customer satisfaction are team leadership; ensuring senior management support; staffing the team properly; planning the project with the team and empowering team members; building commitment among team members; developing strong communication channels and developing appropriate organisational interfaces. The research found successful projects focused on relationships in addition to the task focus of many project methodologies. The research findings on team building activities will enable project leaders on IT business projects to develop empowered project teams with stronger affiliations and support throughout the organisation. By empowering project teams to create effective internal and external relationships there will be fewer project failures, increased customer satisfaction and improved achievement of project success.

Business today is conducted within societies facing complex global challenges and unprecedented demands for effective, ethical, and excellent business leadership that proactively manages its societal impacts. Integrating economic success with service of the common good requires a sound, shared understanding of “positive” executive business leadership to guide executive selection, education and development, and practice. This thesis formulates and theoretically grounds a general theory of positive executive business leadership. Integrative Executive Leadership (“IEL”) addresses the individual, pairs/groups/teams, organizational, and societal levels of business. Within these contexts, IEL exercises positive integrative agency through multi-stakeholder professional stewardship, integrated performance management, and living codes of ethics. This requires the practice of five mutually-reinforcing positive behavioural repertoires: contemplative self-leadership, functional-relational facilitative leadership, full range managerial-leadership, visionary strategic leadership, and transforming-developmental leadership. These are reinforced by five positive philosophies or styles of leadership: authentic, moral, spiritual, servant, and wise leadership. Consequently, IEL is predicated upon essential competencies, attainments, and positive dispositions. Especially, IEL requires the cultivation of positive psychological states, traits, and virtues, eudaimonic character, postautonomous levels of ego development, psychological complexity, integrative consciousness and flow. In addition to promoting intrinsic morality, these farther reaches of human nature contribute to effective and excellent leadership performance. Integrative Executive Leaders do well by doing good. IEL was developed through multiparadigm theory-building, adopting a pragmatic epistemology, and employing a transdisciplinary, positive scholarship approach to integrate the findings from a broad range of qualitative and quantitative research from the humanities and the social sciences. IEL theory articulates important theoretical relationships derived from: leading insights from management and organization theory; salient research findings from the social sciences and the humanities; insights from positive psychology, positive organizational behaviour, positive organizational scholarship, constructive developmental psychology, transpersonal psychology, and integrated empirical ethics; interpretive analyses of the biographies of great world leaders; and, a rich case study of an extraordinary executive business leader. Accordingly, IEL is advanced as an emergent theory with both theoretical grounding and empirical reference. The path forward requires further transdisciplinary, multiparadigm, multi-method research to further develop and refine IEL and establish it as a grounded theory of positive executive business leadership.

Business today is conducted within societies facing complex global challenges and unprecedented demands for effective, ethical, and excellent business leadership that proactively manages its societal impacts. Integrating economic success with service of the common good requires a sound, shared understanding of “positive” executive business leadership to guide executive selection, education and development, and practice. This thesis formulates and theoretically grounds a general theory of positive executive business leadership. Integrative Executive Leadership (“IEL”) addresses the individual, pairs/groups/teams, organizational, and societal levels of business. Within these contexts, IEL exercises positive integrative agency through multi-stakeholder professional stewardship, integrated performance management, and living codes of ethics. This requires the practice of five mutually-reinforcing positive behavioural repertoires: contemplative self-leadership, functional-relational facilitative leadership, full range managerial-leadership, visionary strategic leadership, and transforming-developmental leadership. These are reinforced by five positive philosophies or styles of leadership: authentic, moral, spiritual, servant, and wise leadership. Consequently, IEL is predicated upon essential competencies, attainments, and positive dispositions. Especially, IEL requires the cultivation of positive psychological states, traits, and virtues, eudaimonic character, postautonomous levels of ego development, psychological complexity, integrative consciousness and flow. In addition to promoting intrinsic morality, these farther reaches of human nature contribute to effective and excellent leadership performance. Integrative Executive Leaders do well by doing good. IEL was developed through multiparadigm theory-building, adopting a pragmatic epistemology, and employing a transdisciplinary, positive scholarship approach to integrate the findings from a broad range of qualitative and quantitative research from the humanities and the social sciences. IEL theory articulates important theoretical relationships derived from: leading insights from management and organization theory; salient research findings from the social sciences and the humanities; insights from positive psychology, positive organizational behaviour, positive organizational scholarship, constructive developmental psychology, transpersonal psychology, and integrated empirical ethics; interpretive analyses of the biographies of great world leaders; and, a rich case study of an extraordinary executive business leader. Accordingly, IEL is advanced as an emergent theory with both theoretical grounding and empirical reference. The path forward requires further transdisciplinary, multiparadigm, multi-method research to further develop and refine IEL and establish it as a grounded theory of positive executive business leadership.