The impact of political and economic events on the asset pricing model described by the arbitrage pricing theory (APTM) was examined in order to establish if they had caused any changes in its specification. It was concluded that the APTM is not stationary and that it must be continuously tested before it can be used as political and economic events can change its specification. It was also found that political events had a more direct effect on the specification of the APTM, in that their effect is more immediate, than did economic events, which influenced the APTM by first influencing the economic environment in which it operated. The conventional approach that would have evaluated important political and economic events, case by case, to determine whether they affected the linear factor model (LFM), and subsequently the APTM, could not be used since no correlation was found between the pricing of a risk factor in the LFM and its subsequent pricing in the APTM. A new approach was then followed in which a correlation with a political or economic event was sought whenever a change was detected in the specification of the APTM. This was achieved by first finding the best subset LFM, chosen for producing the highest adjusted R2 , month by month, over 87 periods from 20 October1991 to 21 June 1998, using a combination of nine prespecified risk factors (five of which were proxies for economic events and one for political events). Multivariate analysis techniques were then used to establish which risk factors were priced most often during the three equal subperiods into which the 87 periods were broken up. Using the above methodology, the researcher was able to conclude that political events changed the specification of the APTM in late 1991. After the national elections in April 1994 it was found that the acceptance of South Africa into the world economic community had again changed the specification of the APTM and the two most important factors were proxies for economic events. / Business Leadership / DBL

We are today facing an industrial revolution called Industry 4.0. Earlier in the human history, we have seen multiple industrial revolutions, but only after they actually happened. This is the first time we can see that an industrial revolution is on its way. Witht his knowledge, we have the chance to prepare for this large‐scaled technological change that we are standing in front of. Because of the impact that earlier industrial revolutions had on organizations, we can assume that Industry 4.0, as well, will impact and change work, tasks and the organizations themselves; especially when it comes to new high‐tech knowledge and skills that need to be learnt. Implementation, change, and high‐tech learning, together with a constantly running production can be stressful for anyone involved. For this reason, the purpose of this study is to come up with solutions on how you can facilitate the implementation of Industry 4.0, for employees and in an organizational point of view. We do this by conducting a literature study as well as interviewing organizations within the Swedish manufacturing industry. The structure of the analysis is built upon Lewin’s Three‐stage Model of Change. Here, we discuss and present solutions according to the stage in which they fit during the change process. Additionally, we investigate the concept of gamification as a tool to facilitate change. From our research, we conclude that motivation and engagement are keys in a technological change project such as Industry 4.0. Involvement, transparency and clarity are important aspects to make employees engaged throughout the project. Additionally, we present practical solutions for how organizations can educate their employees within Industry 4.0 techniques, as well as increase their motivation and engagement. / Vi står idag inför en industriell revolution som kallas Industri 4.0. Tidigare i historien har vi sett industriella revolutioner först efter att de inträffat. Det är nu första gången vi kanse att en industriell revolution är på väg. Med denna kunskap har vi idag en möjlighet att förbereda oss för den teknologiska utveckling som vi står inför. På grund av de tidigare industriella revolutionerna och den stora påverkan som de har haft på organisationer, kan vi anta att Industri 4.0 också kommer förändra jobb, uppgifter och organisationer – framför allt när det kommer till den nya teknologiska kunskap som nya maskiner och system kommer kräva av de som använder dem. Implementering, förändring och en hög nivå av teknologiskt lärande, samtidigt som produktionen fortfarande kommer snurra dygnet runt, kan vara stressigt för vem som helst. Därför syftar detta examensarbete till att ta fram lösningar för hur man kan förenkla implementationen av Industri 4.0, ur ett medarbetarperspektiv och för organisationen som helhet. Vi gör detta genom en litteraturstudie och genom intervjuer med organisationer inom den svenska tillverkningsindustrin. Strukturen på analysen bygger på Lewins trestegsmodell för förändring. Här diskuterar och presenterar vi lösningar enligt vilket steg de passar in i under förändringsprocessen. Vidare utvärderar vi gamification som ett verktyg för att underlätta förändringen. Detta arbete kommer fram till att det viktigaste för att genomföra ett förändringsarbete i denna omfattning är motivation och engagemang från både anställda och ledning. Involvering, transparens och tydlighet är viktiga delar för att göra anställda engagerade genom hela projektet. Vidare presenterar vi lösningar för hur man kan utbilda sina anställda inom Industri 4.0‐tekniker, och även för hur man kan öka motivation och engagemang.