Bakgrund: För att hjälpa användare genom de IT-förändringsprocesser som genomförs på grund av digitalisering använder förändringsledningens verktyg inom change management. I tidigare forskning framgår att användarinvolvering är viktigt för att förändringar ska kunna bli framgångsrika, speciellt inom IT. Samtidigt visar forskaretyder forskningen på att hanteringen involveringen av användare i förändringsprocesser är problematisk, exempelvis på grund av användares inställning och motivation. Eftersom nya IT-system förväntas användas av just användare är en förståelse av deras situation viktig för att förändringsledningen ska kunna skapa förutsättningar för att genomföra hållbara förändringar som är hållbara i organisationen. Syfte: Studien syftar till att undersöka på vilka sätt intressenter med olika perspektiv  användarena och förändringsledningen upplevt en genomförd IT-förändringsprocess, med fokus på användarnas involvering i och inställning till förändring. Studien syftar därigenom att visa hur en flerdimensionell syn och förståelse för en förändring kan hjälpa organisationer i deras respektive förändringsarbeten. Detta för att reda utse hur en flerdimensionell syn och förståelse för av en förändring kan hjälpa organisationer att genomföra mer hållbara förändringar. Metod: Med en kvalitativ ansats genomfördes semistrukturerade intervjuer med användare samt personer ur ledningen på två organisationer samt den gemensamma förändringsledningen då. dDessa organisationer har tillsammans har genomfört en förändringsprocess. som Förändringen motsvarar vårt studerade fall i denna fallstudie. Det empiriska materialet har sedan tolkats och analyserats så att vi kunnat dra slutsatser utifrån det. Slutsats: Användare och förändringsledare kan upplevera förändringsprocesser olika utifrån deras respektive perspektiv. Exempelvis har dDetDet upplevda behovet av en förväntad förändring har visatr sig ha stor påverkan på användarnas inställning till den studerade förändringen. Detta både gällande deras vilja att medverka samt deras acceptans av förändringen. För att ledare ska kunna genomföra hållbara förändringar visar studien vikten av att centrera användarna, exempelvis genom informering, användarmedverkan och utbildning, för att öka derass involvering och kunskap. Att ha användaren i fokus är inte bara viktigt under själva projektprocessen, utan även under tiden efter att förändringens resultat implementerats genomförts. Detta för att användarna ska kunna få stöd i sin anpassning och transitionsprocess och därmed ta till sig förändringen fullt ut. Enligt vår studie skulle det därigenom öka möjligheterna för organisationen att genomföra förändringar som uppnår sitt förväntade värde ur olika intressenters både förändringsledningens och användarnas perspektiv och därmed bidra till förändringens hållbarhet. / Background: To help users through an IT change process, that is implemented to attain the need of digitalization, different tools for of change management are used. Previous research state that users and user involvement in change processes are important factors to be able to succeed with changein IT. Additionally, research shows that management of users is problematic due to user attitude and their motivation. Since a new system is expected to be used by the users, it is important for the change management to gain a good understanding of the users' situation to create a basis for organizations to attain sustainable changes. Purpose: The purpose of the study is to examine how the stakeholdersusers and change management  with different perspectives experience an implemented IT change processes, focusing on the user’s involvement and their attitude towards it. Furthermore the study aimstudy aims to unravel how a multidimensional perspective and understanding can help organizations to implement more sustainable changes.   Method: Using a qualitative approach, semi-structured interviews led to a conduction of empirical data from users and change leaders from two organizations. These two organizations had together accomplished a change process which we use as our case study. Furthermore, the empirical data has been interpreted and analyzed in order to conduce a conclusion. Conclusion: Users and the change management of an organizationleaders can experience change processes different depending onaccording to their different perspectives. For instance, tOur caseThe study showed that the expected change has a big impact on the users' attitude towards the change process, concerning b. oth their ambition to participate and to accept the change. We suggest the management toThe management should centralize the users, using informing, user participation and education to increase their involvement and knowledge. To centralize the user is not only important during the project process but it is also important after the result of the change has been implemented. The change management needneeds to support the users during their adaption and transition process for them to assimilate the changefully absorb the change. According to our study, it would therefore increase the opportunities for the organization to accomplish changes that can attain it’sits expected value from the perspective of different stakeholdersusers and change management to eventually terminate in sustainable change..

10 ans après l’émergence des plates formes socio-collaboratives numériques, leur usage peine à se déployer dans les environnements professionnels, malgré les gains d’efficacité qu’elles permettent, malgré la proximité des outils avec les applications locales traditionnelles, malgré les efforts d’investissement, notamment dans des prestations qui ne parviennent pas à pérenniser les usages. Ce travail démontre qu'une nouvelle forme de visibilité induite par le partage, qui fonde la collaboration numérique, peut être un frein ou un levier à l'adoption, et qu’il convient de l’objectiver dans la démarche ; il approfondit la connaissance du paradigme collaboratif, en propose une typologie des usages fondée sur leur valeur intrinsèque et sociale, une méthodologie d'adoption orientée vers la transformation locale des pratiques professionnelles quotidiennes (Get Collaboration Done!™), ainsi qu'un indicateur de la « valeur » du comportement collaboratif, qui prend la forme d'un indice déterminé selon des modalités algorithmiques (Collaboration-Index™). / 10 years after digital socio-collaborative platforms have released, it appears their use is still not generalized, not taken for granted ; the integration in professional environments seems difficult, despite the promise of efficiencies, despite the proximity of tools with traditional local office applications, despite the efforts particularly in consulting services which fail to perpetuate uses. This work demonstrates that a new form of visibility induced by sharing, which is the foundation of digital collaboration, can be a brake or a leverage for adoption, and that it should be taken into account in the change process; It also contributes to the knowledge of the collaborative paradigm by proposing a typology of uses based on their intrinsic and social value, an adoption methodology geared towards the local transformation of daily work practices (Get Collaboration Done!™), And an indicator of the “Value” of the collaborative behavior, which is figurated (and calculated) by an index determined according to algorithmic modalities (Collaboration-Index™).

The main aim of the research project was to develop a change agent identification framework, to be used by organisational change management specialists to identify change agents more effectively in large organisations moving forward. To date, little research has been conducted regarding the role and identification of change agents in large organisations. In the context of the research project, the sample of change agents used, referred to employees affected by the change, spread across the organisation, assisting in communicating key messages and ensuring that their peers become change ready. A thorough 12-step empirical research process was followed, which included both a qualitative and quantitative approach. The qualitative process consisted of the development of a change agent identification framework, comprising of four dimensions, each with supportive information and/or items. The aim of the quantitative process was to empirically test the personality trait dimension of the framework with a sample group of 27 change agents and 135 employees influenced by a transformation process. This was to determine which change agent personality traits has a positive impact/effect on employee change readiness levels during transformation. Through a rigorous analysis process, only the phlegmatic, persuasive and optimistic personality traits resulted in having some positive effect on employees during a transformation process. In support of these findings, the literature study findings as well as the qualitative empirical research findings indicated that the persuasive and optimistic personality traits need to form part of a change agents’ personality profile. The phlegmatic personality trait was not evident throughout all literature findings. The literature and empirical results contributed towards a comprehensive understanding of the way in which individuals should be identified as change agents in large organisations. The developed framework should assist industrial and organisational psychologists in the future to identify individuals as change agents, more efficiently. Recommendations were made on the future expansion of a knowledge base for organisational change agents. / Industrial and Organisational Psychology / D. Com. (Industrial and Organisational Psychology)

Organisations and job content will continually change irrespective of the employee or job context. The ability to understand, initiate and manage change is therefore, an essential skill for any change agent. The general aim of this research was to investigate the impact of change management on role conflict, role ambiguity and job satisfaction. "Change management", "role conflict", "role ambiguity" and "job satisfaction" were conceptualised. This change process was described and the effect of change management on role conflict, role ambiguity and job satisfaction was determined. Instruments for measuring these concepts were administered among 116 employees who have been subjected to extensive organisational change within a large transport organisation. It was found that change management has a significant impact on role conflict, role ambiguity and job satisfaction. The change management process used in this research potentially enables Human Resources managers and change agents to reduce role conflict, role ambiguity and job satisfaction during large scale organisation change. / Industrial and Organisational Psychology / M.Comm. (Industrial Psychology)

The purpose of this study was to determine whether organisational restructuring of business units within a South African Fast Moving Consumer Goods company had any effect on the organisational climate of the organisation. An organisational climate survey was used before and after the restructuring over a two-year period. Five manufacturing plants formed part of the study; with four plants undergoing the restructuring (experimental group) and one plant being the control group, where no organisational restructuring took place within the two-year period under review. The total population consisted of 3700 employees. The samples for 2010 and 2011 were drawn from the population of the five manufacturing plants’. The sample of employees that took part in the survey from the five manufacturing plants was, in 2010, 778 versus a headcount of 1802, yielding a response rate of 21.02%, and in 2011, 904 versus a headcount of 1736, yielding a response rate of 24.43%. The research results show that organisational restructuring did have a significant impact on organisational climate; with a drop in the organisational climate from 2010 prior to the organisational restructuring, to 2011 after the organisational restructuring at four of the manufacturing plants (experimental group). Interestingly, the control group (the 5th manufacturing plant) also showed a significant drop in its organisational climate scores from 2010 to 2011; without organisational restructuring taking place. / Industrial and Organisational Psychology / MCOM (Industrial and Organisational Psychology)

Der vorliegende Beitrag stellt mit dem Change Management-Methodenbaukasten einen konzeptionellen Ansatz vor, mit dem die hochschulweite E-Learning-Integration aus Perspektive des Marketings und der Organisations- bzw. Personalentwicklung professionalisiert werden kann. Dabei werden sowohl die einzelnen Elemente als auch die theoretischen Grundlagen des Konzeptes, welche sich aus der Akzeptanz- und Organisationsforschung herleiten, detailliert dargestellt. Der Change Management-Methodenbaukasten ist ein wertvolles Werkzeug, um zukünftigen Change Management-Aktivitäten systematisch und strategisch zu planen und umzusetzen. Damit wird ein wichtiger Beitrag zur Ausbreitung des E-Learning an Hochschulen sowie zur Gestaltung des Lehr- und Lernkultur-Wandels geleistet.

The understanding that humans are bounded in their rationality has been proven to manifest in complex decision making as a result of a limit in the amount of information available, the cognitive limitations of the mind and the amount of time available in which to make a decision. Because of this, humans have been known to appeal to heuristics and the rules of thumb (termed 'satisficing‘) when making decisions, resulting in biased probability judgments and not maximizing expected utility. Corporate application of bounded rationality is still very limited. This study builds on and advances the study and application of bounded rationality in corporate environments, using climate change response as a real-life situation, and in a circular fashion help explain some of the debates and paradoxes that agitate researchers from the climate change community. Using a mixed methods comparative case study of two organisations‘ responses to climate change, the study theorises that competitive market forces and the ability of organisations to learn from other organisations limits the levels of 'satisficing‘ in strategic decision making. Instead, the limited amount of information and the fear of the unknown cause organizations to approach the subject cautiously. A tactical interpretive climate change response framework emerges. / Business Management / D.B.L.

ICT development and deployment and supporting policies take place within a fiercely contested globalised political economy. For organisations there is a pervasiveness of change processes, often externally imposed, which are rising with these globalising effects. This not only implies that the context in which organisations are situated is continuously changing, but also that the nature of the organisation itself is subject to change (Van Tonder, 2004). However, the external influences imposed on an organisation are often heterogeneous and make the management of adapting to the external environment extremely complex. This thesis explores such an externally imposed change on an organisation around the implementation of a contentious national policy. This entails not only dealing with the more usual dimensions of change in an organisation, but also the implications of the national debate and contentions around the national policy playing out in the local setting of the organisation. In this thesis the change explored is within a government department from a proprietary Enterprise Content Management (ECM) system to an open source ECM system. An interpretative approach was followed, using a longitudinal case study. Two main aspects of this change process are explored. The first is the impact of the national open source policy on government departments - an externally imposed change of mission, vision and values. The second is how internally the government department changed its internal work processes and information systems to comply with that policy. These two aspects are intertwined. Alignment of the organisation mission, values and objectives, with the proposed technological innovation and change management models emerges as a necessary condition for managing change. However, what emerged as a more challenging issue was whether internal organisational changes can be aligned with contentious national policy imperatives. Three theoretical lenses are used to explore this contentious issue: the HEM model of Du Plooy’s (1998); the improvisational change management model of Orlikowski and Hofman (1997); and institutional theory as it applies to Information Systems. The improvisational change model of Orlikowski and Hofman (1997) in combination with Du Plooy’s (1998) HEM model, was used to understand the change process unfolding in the implementation of an OS ECM system in a Government department in SA. The result of this application is some practical recommendations for government officials on future OS implementations, as well as a theoretical add-on to extend the change management model applied. The researcher found that models can increase our understanding and reveal how one can ‘cultivate’ the human environment within which technology is to be implemented. However, the process of developing an understanding of how national policy was developed and the rationale for it was also found to be important, as is developing an understanding of the rationale of this particular department for choosing to implement the OS ECM system. By adding to, or expanding on Orlikowski and Hoffman’s (1997) model to include a fourth element, indicating the external forces in the environment, such as government regulations; government policy; and the debate on global and national FOSS versus PS, highlights the need for this external alignment as well as prevents the focus on internal alignment only. Institutional theory was consequently applied in an attempt to unpack the organisational and change management dimensions of the change model, aiming at understanding the institutional forces which legitimates or contradicts the technical/rational ideas and actions of the change. The findings were threefold. Firstly, the role played by IS as an institutional process in and of itself and the way in which this could have affected the implementation of the new OS ECM system was discussed, pointing to the possibility that the new system was not necessarily being implemented to streamline the work practices, but rather due to its institutional status of being a ‘rational myth’; something which had to be done as ‘it’s just the right thing to do.” Secondly, OSS and PS were argued to be different ‘types’ of institutions. Using the institutional pillars it was argued that OSS and PS were driven by different institutional forces, with PS leaning towards the regulative pillar and OSS being more in line with the normative pillar. These two institutions were found to mainly differ with regard to their basis of compliance and the logic behind them. The insights offered by this argument revealed that when changing from OSS to PS, it would be very valuable to recognise that OSS and PS are two different ‘types’ of institutions, and to not only understand that the new system could therefore change the organisational processes when it is implemented, but to also acknowledge the change which will take place within the IS/IT institution itself – moving from the regulative to the normative. The change should thus be understood both within the two different IS innovations themselves, and in how these two innovations interact. Lastly, the research in this thesis went beyond the technical/rational actions of the stakeholders, and included an in depth analysis of the institutional forces at play in the broader social context of the Government department. It explained the institutions which were at play on the international, national and organisational levels, pointing out which of these forces worked in favour of or against the technical/rational actions, and in the process contributed to the unexpected outcome of the new OS ECM implementation process. / Thesis (PhD-- University of Pretoria, 2014 / Informatics / unrestricted

Ein Großteil der globalen Merger & Acquisitions (M&A) finden im Dienstleistungssektor statt. Der Integrationsprozess ist ausschlaggebend für den Erfolg einer M&A. Allerdings tritt die erhoffte Wertschöpfung bei einem Großteil der fusionierten Unternehmen nicht ein. Gerade im Dienstleistungssektor ist das Know-How der Organisation in den Prozessen gebündelt und bildet dadurch den Unternehmenswert, daher kommt der Prozessharmonisierung (PH) eine essentielle Bedeutung für das Gelingen der Post Merger Integration (PMI) zu. Eine effiziente PH und die Etablierung eines gemeinsamen Managementsystems wird in der PMI erschwert durch die oft angespannte Situation des Change Prozesses. Zeitdruck, kulturelle Unterschiede, Interessenskonflikte sowie weitere Störfaktoren können das Vorhaben beeinträchtigen. Insbesondere die Integrationsansätze Absorption und Symbiose erfordern eine neue vereinheitlichte Unternehmensstruktur und beeinflussen Managementsystem und Prozesslandschaft eines Unternehmens erheblich. Gleichzeitig gewinnt die Digitalisierung zunehmend an Bedeutung, so dass im Rahmen der PH eine Modernisierung hinsichtlich Industrie 4.0 / Qualität 4.0 geprüft werden sollte. Die vorliegende Arbeit fasst 10 Einzelbeiträge zum Themenbereich PH in fusionierten Dienstleistungsunternehmen im Zeitalter Industrie 4.0 zu einer kumulativen Dissertation zusammen, mit dem Ziel eine Methode zur PH in der PMI zu entwickeln. Der Forschungsmethode des Design Science Research folgend bauen die Einzelbeiträge aufeinander auf, beginnend mit einer systematischen Literaturanalyse, gefolgt von einer Anforderungsanalyse unter Nutzung der Mixed-Methods-Forschung und der Entwicklung und Anwendung eines Artefakts. Als Artefakt präsentiert die vorliegende Arbeit eine Methode, bestehend aus dem Vorgehensmodell ProMerge! mit zugehörigem Tool ProMergeTool!, das fusionierte Organisationen bei der PH in der PMI methodisch unterstützt. Die Anwendbarkeit und Praxistauglichkeit der Methode wird in einem realen Anwendungsfall demonstriert.:VORWORT I ABSTRACT II INHALTSVERZEICHNIS III ABBILDUNGSVERZEICHNIS V TABELLENVERZEICHNIS VI ABKÜRZUNGSVERZEICHNIS VII 1 MOTIVATION UND PROBLEMSTELLUNG 1 2 FORSCHUNGSDESIGN 3 2.1 WISSENSCHAFTSTHEORETISCHE POSITIONIERUNG 3 2.2 FORSCHUNGSZIEL 4 2.3 FORSCHUNGSMETHODE 5 3 ANFORDERUNGEN AN DAS ARTEFAKT 7 4 AUFBAU DER DISSERTATION 9 4.1 ÜBERBLICK 9 4.2 ZUSAMMENFASSUNG DER EINZELBEITRÄGE 11 4.2.1 Bedarfe zur Prozessharmonisierung in fusionierten Dienstleistungsunternehmen im Zeitalter Quality 4.0 11 4.2.2 Methodologies for process harmonization in the post merger integration phase - a literature review 12 4.2.3 Prozessharmonisierung in der Post Merger Integration – Qualitätskriterien für den Integrationsprozess 13 4.2.4 Process Harmonization Phase Model in Post Merger Integration 13 4.2.5 Significance of Quality 4.0 in Post Merger Process Harmonization 14 4.2.6 Successful Post Merger Process Harmonization in the Triangle of Methodologies, Capabilities and Acceptance 16 4.2.7 Mixed Methods approach as requirements analysis of a method for process harmonization in Design Science Research 17 4.2.8 Creating a Method for Post-Merger Process Harmonization 18 4.2.9 Evaluating a Method for Process Harmonization 19 4.2.10 Prozessharmonisierung in der Post-Merger-Integration mit ProMerge! und ProMergeTool! - ein Anwendungsbeispiel 20 5 DISKUSSION UND FAZIT 21 5.1 DISKUSSION DER ERGEBNISSE 21 5.1.1 Gestaltung als Artefakt 21 5.1.2 Problemrelevanz 22 5.1.3 Suchprozess zur Gestaltung des Artefakts 22 5.1.4 Design Evaluation 22 5.1.5 Kommunikation der Forschungsergebnisse 23 5.1.6 Rigorosität der Forschung 23 5.1.7 Forschungsbeitrag 24 5.2 WISSENSCHAFTLICHER BEITRAG 24 5.3 PRAKTISCHER BEITRAG 25 REFERENZEN 27 ANHANG 1: FRAGEBOGEN FÜR EXPERTENINTERVIEWS 30 ANHANG 2: FRAGEBOGEN QUANTITATIVE ANALYSE 31 ANHANG 3: PROMERGE! 36 ANHANG 4: PROMERGETOOL! - AUSSCHNITTE 37 6 EINZELBEITRAG 1 40 7 EINZELBEITRAG 2 41 8 EINZELBEITRAG 3 42 9 EINZELBEITRAG 4 43 10 EINZELBEITRAG 5 44 11 EINZELBEITRAG 6 45 12 EINZELBEITRAG 7 46 13 EINZELBEITRAG 8 47 14 EINZELBEITRAG 9 72 15 EINZELBEITRAG 10 91

Digital teknik erbjuder nya sätt för hälso- och sjukvården att träffa och behandla patienter.Tekniken kan medföra att vården blir mer effektiv och möjliggöra att fler patienter får vård.Forskning menar att den mänskliga aspekten av en digitalisering har fått mindre uppmärksamhetän de tekniska frågorna vid införandet av nya digitaliserade arbetssätt. Syftet med denna uppsats ärdärför att undersöka hur medarbetaren upplever en digitaliserad arbetsprocess inom primärvården.Denna kvalitativa studie utfördes genom semistrukturerade intervjuer med sex informanter inomen privat primärvårdskoncern i Västernorrland. Primärvårdskoncernen är i början på sindigitaliseringsresa och vid intervjutillfället hade endast ett fåtal av alla anställda provat på hur det äratt arbeta digitalt. Det insamlade materialet har tydliggjorts genom en innehållsanalys med fokus påtre av hörnstenarna i hörnstensmodellen; kvalité (ständiga förbättringar), delaktighet och kunden icentrum.Av studien framkommer att informanterna upplever att ett digitaliserat arbetssätt kan getidsbesparingar genom effektivare bedömningar vid patientkontakter. I nuläget upplevs dock inteden nya tekniken som helt tillförlitlig och behöver förbättras för att fungera såsom tänkt. I dendigitala arbetsprocessen anser informanterna att det kan komma att ske en förändring iprofessionernas yrkesroller och arbetsuppgifter. De intervjuade menar också att det är av stor viktmed förtroende för varandra, tydliga roller och att alla är väl införstådda vad den digitalaarbetsprocessen innebär. / Digital technology offers new ways to meet patients, which is more relevant than ever during thecurrent pandemic. The digitalisation is mainly intended to make healthcare more efficient in orderto treat more patients. Previous research suggests that the human aspect of digitalisation hasreceived less attention than technical issues. The new technology brings new ways for thehealthcare profession to carry out its work. The purpose of this study is to investigate how theemployee experience a digitized work process in a primary care setting.This qualitative study was conducted through semi-structured interviews with six informantswithin a private primary care group in Västernorrland. The Primary care organisation is at thebeginning of their digitization journey and when interviewed, only a few employees had tried howit is like to work digitally. The collected material has been clarified through a content analysisfocusing on the content of three of the cornerstones in the cornerstone model; quality (continuousimprovement), participation and the customer value.The study reveals that the informants feel that a digitized way of working can provide time savingsthrough more effective assessments. At present, however, the new technology is not perceived ascompletely reliable and needs to be improved to function as intended. In the digital work process,the informants believe that the nurse will probably play a more central role. The interviewees alsobelieve that trust in each other, clear roles and that everyone is well informed about what the digitalwork process sustains, is of great importance.