En stor del av dagens företagsförvärv beskrivs inte uppnå dess syften, mål och ambitioner. Samtidigt anses integreringen mellan två företag vid ett företagsförvärv, den så kallade integrationsprocessen, vara en komplex och outforskad process som har en stor inverkan på utfallet av förvärvet. Syftet med denna studie är att undersöka integrationsprocessen vid ett företagsförvärv mellan en köpande och säljande part samt processens påverkan på ett företagsförvärvs utfall. Den teoretiska grund som används, har tagits fram genom en abduktiv metodansats och belyser processen som ett samspel mellan en entreprenöriell miljö, integrationsstrategi samt graden av delade värderingar mellan köpande och säljande part. Resultatet har visat att vid de förvärv där en stor del av det förvärvade företaget hålls intakt och förblir självstyrande, är viktigt att ha en viss grad av delade värderingar då det fungerar som en enande kraft inom organisationen. Studien har även visat att en entreprenöriell miljö inom den förvarande organisationen spelat en viktig roll i integrationsprocessen. Detta då miljön skapar en möjlighet att utföra entreprenöriella handlingar som i sin tur bidrar till att det förvärvade företaget skapar sig ett sammanhang inom den nya organisationen.

Masters of Science / The role corporate social responsibility (CSR) plays amongst employees is underrated within the pharmaceutical industry, which focuses predominantly on external stakeholders and financial gain. The impact of CSR on these internal stakeholders is thus important in an industry that relies on its employees to deliver on medicine development and accessibility. Aim This study aimed to identify employee perceptions of CSR within the pharmaceutical industry. Method An online quantitative questionnaire was shared via email amongst 80 employees of amultinational pharmaceutical company’s group corporate office. Questions were based on CSR activity influencing employee motivation, impacting employee productivity, and the extent to which CSR allowed for value alignment. Results The 91.7% response rate proved results were credible. Results indicated that 78.8% of employees believed CSR strategies created motivation amongst them, with 57.6% of employees stating CSR motivated them be more productive. Open-ended questions reiterated this, further proving that employees felt inclusive CSR strategies led to a positive impact on productivity. Moreover, 96.9% of employees viewed CSR as an opportunity to align company and employee values, yet only 63.6% thought the pharmaceutical company committed to achieving this. Discussion and Conclusion The findings therefore allow pharmaceutical companies to reanalyse their business models and improve business strategies to consider employee perspectives when implementing CSR. As motivation, productivity and value alignment increases, the workforce within the pharmaceutical industry is positively influenced. The study thus concluded that CSR is a powerful force in bringing about progressive change within the pharmaceutical industry.

Gamification and sustainability are two topics that have gained a lot of attention in the past few years, both from the corporate sector and the academic community. Yet, the connection between the two concepts has seldom been made. This study addresses this research gap, by presenting the novel concept of gamification and connecting it to established theories in the field of organisational change. It then creates a discussion around the question of the potential of gamification as a tool to foster sustainability practices within organisations.To answer this question, this thesis followed a qualitative research design. By performing semi-structured interviews with experts in the field of gamification, the study explored different aspects of gamification, namely its definition, the opportunities and challenges it faces in regards to sustainability, the organisation’s responses towards the concept and the hypotheses for the further development of gamification.The results of this study suggest that gamification has great potential to foster sustainable practices within organisations. With its element of fun, gamification has the power to engage employees in sustainability issues, create a deeper understanding of the topic and relate it directly to the employees’ personal values and decision-making process. By offering different perspectives and helping employees see the bigger picture, gamification can inspire a sense of meaningfulness and contribution to something bigger than oneself. However, this can only happen when the tools are designed and used in the right way. Building an understanding of the user and implementing the fitting game design elements to create an impactful experience for the player is, however, a complex and time-consuming process, and therefore put forth as one of the biggest challenges. Furthermore, gamification should strive to expand beyond the commonly used game design elements of points, badges and leaderboards to tap into the user’s intrinsic rather than extrinsic motivation.