Background: The culture of a company has a significant influence on its creativity andinnovativeness. For this reason, it is important to build a corporate culture that promotes creativity and innovation. But the conditions for doing this have changed dramatically in recent years. Also due to the Covid-19 pandemic, many employees work from home offices and form virtual teams. This leads to massive changes in the way people work together and thus in the culture of the company. Purpose: The research purpose of this study is to create a framework that incorporates the elements of a digital workplace culture and provides leaders with a tool to create a culture that promotes creativity and innovation in the context of the digital workplace. Method: The method used to conduct the study was the multiple case-study according to Eisenhardt (1989). The approach was qualitative and inductive. Within 13 cases, acomprehensive picture of creative and innovative companies and their corporate culture was derived. Conclusion: The result of this study is a framework that describes the elements of a digital workplace culture that promotes creativity and innovation. These elements are classified into four different levels. The organizational level includes all the elements that are relevant at the company level. The team level contains the elements that determine the culture in the team. The individual level includes the elements that individuals need or contribute to a digital workplace culture that promotes creativity and innovation. In addition, managerial practices were identified. These explicitly help managers to build a DWC that promotes creativity and innovation.

Digitaliseringen möjliggör för ny digital teknik, vilket har en central roll i dagens verksamheter. Den digitala tekniken inom skolans värld möjliggör för både ökat lärande samt nya typer av undervisning. Lärare arbetar idag i en digital arbetsmiljö där skolan har behövt anpassa sig efter den digitala tekniken. Den digitala arbetsmiljön innebär nya arbetssätt, ökade kommunikationsmöjligheter samt en förändrad infrastruktur. Införandet av ny digital teknik inom skolans värld innebär utmaningar för lärare. Förutsättningarna för arbetet förändras och forskning visar att det är svårt för lärare att följa med i utvecklingen. När individer inte kan anpassa sig till ny digital teknik och förändringarna vilka tekniken medför, upplevs teknikstress. Teknikstress upplevs i form av överbelastning, invasion, otrygghet och osäkerhet. Teknikstress blir allt vanligare och det finns idag begränsade insikter i vad som lindrar lärares teknikstress. Studien syftar att undersöka hur verksamheter förebygger upplevd teknikstress i den digitala arbetsmiljön som kan uppstå vid den digitala transformationen.  Med hjälp av en systematisk litteratursökning har en djupare förståelse erhållits för ämnet, därefter följde en tematisk analys vilket gjorde att vi kunde identifiera, analysera samt upptäcka återkommande mönster av hur teknikstress hanteras i lärares digitala arbetsmiljö. Följaktligen identifierades även hur lärare upplever teknikstress för att beskriva vilka upplevelser hanteringsstrategierna baseras på. De teman som identifierades är: sätta gränser, kollegialt stöd, verksamhetsstöd, digital kompetensutveckling och individuell hantering. Dessa fem teman skapar en förståelse över hur teknikstress kan hanteras i lärares digitala arbetsmiljö. Studien pekar på att lärares upplevelser gällande teknikstress skiljer sig från varandra därmed är behovet av hanteringsstrategier också olika. Studien pekar på att det inte finns någon enskild lösning för att förebygga och hantera teknikstress utan att både individ och verksamhet behöver engagera sig. / Digitization enables new digital technology, which has a central role in today's operations. Digital technology within the school environment enables both increased learning and new types of teaching. Teachers today work in a digital workplace where the school has had to adapt to digital technology. The digital workplace means new ways of working, increased communication opportunities and a changed infrastructure. The introduction of new digital technology in the school environment poses challenges for teachers. The conditions for work are changing and research shows that it is difficult for teachers to keep up with developments. When individuals are unable to adapt to new digital technology and the changes that technology entails, technostress is experienced. Technostress is experienced in the form of overload, invasion, insecurity and uncertainty. Technostress is becoming more common and today there are limited insights into what relieves teachers' technostress. The study aims to investigate how organizations prevent perceived technostress in the digital workplace that may arise during the digital transformation.  With the help of a systematic literature search, a deeper understanding of the subject was obtained, followed by a thematic analysis which allowed us to identify, analyze and discover recurring patterns of how technostress is handled in teachers' digital workplace. Consequently, it was also identified how teachers experience technostress to describe which experiences the coping strategies are based on. The themes identified are: setting boundaries, peer support, operational support, developing digital skills and individual coping strategies. These five themes create an understanding of how technostress can be managed in teachers' digital workplace. The study indicates that teachers' experiences regarding technostress differ from each other, thus the need for coping strategies is also different. The study indicates that there is no single solution for preventing and managing technostress, both the individual and the organization needs to get involved.

The purpose of the study was to investigate the conditions of new employees during a digital onboarding process and the effects the digital format have on the results of the onboarding process. We performed a qualitative case study with semi-structured interviews. The study was conducted in an IT department in the public sector that worked consciously with a formal onboarding structure and whose work was mainly carried out remotely during COVID-19. We found that the organization succeeds well in communicating resources and information about the organization digitally and that the biggest challenges lay in communicating organizational culture, social connections and informal knowledge in distributed work. When new employees find it difficult to create interpersonal connectivity, they lose informal knowledge and social support that had been available for on-site work, which also leads to difficulties in understanding the organizational culture. Based on our results, we recommend increased work with social meeting points to enable interpersonal connectivity and informal information exchange, compilation of common systems, programs and abbreviations for new employees to more quickly understand the organization's language, increased work with pre-onboarding to use the important first time to strengthen employee experience and more opportunities for concrete practice together with, for example, a mentor or colleagues to more quickly acquire knowledge and get a clearer picture of what is expected in the new work role and informal knowledge in distributed work.

In recent years, the number of digital services and tools available has increased rapidly. When companies want to digitalize their business, they have the opportunity to browse a large number of existing platforms and applications available on the market to find a good match for their specific needs. However, when a company wishes to digitalize a work task that already has a well-established workflow, problems may arise. Due to this, a tailored digital solution may in some cases be the better suited option, rather than the ones available on the market.  The intention of this work was to investigate the challenges that companies face in relation to digitalization of the workplace in general, and the challenges of a company’s expense management process in particular. As an example of how a workplace digitalization can take place, a collaboration with a forest industry company was conducted. An evaluation of their analog and internal expense management process was done, where the found challenges were assessed with respect to chosen quality factors. The evaluation and the found challenges regarding digitalization constituted the basis for a process mapping and a digital solution aiming to improve the company’s expense management process. The resulting work emphasizes how a digital solution can be tailored with simple means within a limited time frame, taking specific needs and existing challenges into account in order to digitalize the workplace. In addition, the work presents what challenges that exists within the concept of digitalizing the workplace and regarding expense management, and how quality factors can be used in combination with a process improvement in order to relieve and eliminate them.

During the Covid-19 pandemic, employees all over the world were forced to work from home, meaning that consultants no longer could work physically present with their clients. As the consultant-client relationship is incredibly important for management consulting firms, it is interesting to investigate how these relationships have been impacted by the change and what the implications are for collaboration and performance. A qualitative method was used, where the authors conducted interviews with management consultants at an international management consulting firm in Stockholm, Sweden. The study found that remote working with already existing clients was functioning well. However, collaboration with new relations proved to be more challenging, which was mainly perceived to depend on the difficulty to create a personal trust and connection remotely, since digital communication made it difficult to understand the client’s needs. The digital way of working also revealed challenges with creativity, invisibility, onboarding, knowledge development and sales. Thus, the study concluded that collaborations and relationships will benefit greatly from a physical meeting early on. Nevertheless, the most beneficial working method would be to continuously balance the advantages of both remote and office working. / Under Covid-19-pandemin tvingades anställda över hela världen att arbeta hemifrån, vilket innebar att konsulter inte längre kunde arbeta på plats hos sina kunder. Då kundrelationer är extremt viktiga för konsultföretag är det intressant att undersöka hur dessa relationer har påverkats av distansarbetet och vilka konsekvenser det har fört med sig för samarbetet och arbetskvalitet. För att undersöka detta användes en kvalitativ metod där författarna genomförde intervjuer med managementkonsulter på ett internationellt konsultföretag i Stockholm, Sverige. Studien visade att distansarbete med redan existerande kunder i allmänhet fungerade bra. Däremot visade sig samarbetet med nya kontakter vara mer utmanande. Detta ansågs främst bero på svårigheten att skapa ett personligt förtroende och en personlig relation på distans, då digital kommunikation försvårade möjligheterna att förstå sig på kunden och dess behov. Det digitala arbetssättet skapade också nya utmaningar vad gäller kreativitet, osynlighet, integrering av nyanställda, kunskapsutveckling samt försäljning. Slutligen, studien visade att samarbeten och relationer skulle främjas av att parterna träffas fysiskt i ett tidigt skede av projektet. Dock skulle den mest fördelaktiga arbetsmetoden vara att framöver balansera fördelarna av både distans- och kontorsarbete.

Change within organizations is something that happens every day. Lately, more and more continuous digital changes are occurring that all need good management. If an organization implement too many digital changes without the right management during the implementation and following the implementation, it may cause more problems than what is gained. The question is, do you manage a digital change as you manage an “ordinary” change? To find out how managers are leading digital change, a study of how one of the current digital changes, the digital workplace, has been completed to see how the implementation was/is managed and how the completed change is continuously managed. The findings show that some steps in the change process differ from earlier studies and needs to be considered, mostly policies of how digital work should be implemented and completed. And the overall wellness of the workforce is the most important factor of the continuous management. This study will add to the wide area of management, mostly to the digital management and especially to them, yet not studied, the area of the digital workplace. It will serve as an addition, focused on the digital workplace, to great and accepted management studies such as the 8-step model of leading change. The study will also give some valuable tips for the continuous management of a digital workplace.

The research conducted in this study aims to answer if it would be possible to gamify an Intranet for a Municipality (Ekerö Municipality in Sweden) and it also investigates what usability needs are the most important to meet. The study is based on Delone and McLean's IS success model. Furthermore, there is an assumption that there is too much irrelevant information on the old intranet. The study is based on qualitative interviews and shows that the employees of the municipality are affected by the qualities of the success model, information quality, functionality, and service. It also shows that personalization, as well as good user-friendliness and well-structured content, are values appreciated by employees. The users are also positively set for gamification.

Nya komplexa IT-system som erbjuder möjligheter för verksamheter och företag utvecklas runt oss hela tiden. Gränsen mellan människa och teknologi har blivit allt suddigare och människor identifierar sig med teknologi som fungerar som en resurs för dem. För att ett system ska ge så stor nytta som möjligt för en stor mängd människor inom olika verksamheter, behövs en förstahands förståelse för hur verksamheten och individerna i den fungerar. Detta för att sedan kunna implementera ett nytt, eller utveckla ett befintligt system, som passar behoven hos de som ska använda systemet. När traditionella arbetssätt digitaliseras för mer effektivitet i verksamheten, blir framgångsrik implementering otroligt viktigt för att digitaliseringen verkligen ska möjliggöra en resurs för anställda. Syftet med detta arbete är att få en förstahands förståelse av en situation och kontext där det traditionella arbetssättet kompletteras och delvis byts ut mot en digital version, en digital arbetsplats. Genom enkäter, intervjuer och workshops kunde beteendemönster identifieras och därmed tydliggöra användarnas attityd och relation till teknologi och den digitala arbetsplatsen, både individuellt och i grupp. Utifrån användarinformationen sammanställdes två olika ITidentiteter. Sammanställningen av användare och deras relation till IT bidrog till ökad förståelse för de anställdas inställning till den digitala arbetsplatsen, samt möjlig utveckling av denna för att passa olika verksamheter och anställda bättre. / New advanced IT-systems that offer better possibilities for organisations, are constantly being developed around us. The line between Man and Technology has become more unclear, to the extent that humans can identify themselves with resourceful IT. If a system is going to be useful for a larger amount of people within organisations - A first-hand knowledge of the context is needed, to then be able to successfully implement, or develop a system that is suitable for the users’ needs. When a traditional workplace is to be digitalised for a more efficient way of working, implementation is very important if the system is to be a resource for the users. The aim of this study is therefore to get firsthand knowledge about the context, where the traditional way of working is to be complemented or partially replaced by a digital version. Through surveys, interviews and workshops, patterns of behavior were identified and therefore 5 clarified the users’ attitude and relationship to technology- both individually and in groups. From the user research, two IT-identities were compiled. These IT-identities contributed to a better understanding of the staff attitudes towards the digital workplace, and possible development to suit many different employees and organisations.

Digitization has changed the conditions in which organizations can operate and conduct their business through digital workplaces. In order to meet the organizational requirements and technologies that digitalization entails, the digital workplace needs to be adaptable as well as strategically coordinated. Organizations also need to provide digital tools and systems to be able to work in the digital workplace. For that reason, the importance of the underlying technologies becomes crucial in the digital workplace. The purpose of this study is to achieve a deeper understanding of individual experiences in relation to the implementation and usage of a new IT platform. To answer the purpose of this study, we used a case study in which we conducted semi-structured interviews together with observations. This resulted in findings based on individual experiences that show both aspects of challenges and opportunities with the use of the IT platform. The conclusions that we established through this study are that learning and education in how the platform is expected to be used, as well as the platform's complexity, affect understanding and use of the IT platform. More businesses and organizations are going digital, and the conditions under which they operate and conduct business through digital workplaces are constantly changing. This study looks at how digital tools are used in one specific organization and how they might be made more efficient. Something that we believe can benefit both learning and development in other digital organizations' work.