Bakgrund: Information har kommit att bli en alltmer kritisk ingrediens i dagens samhälle. Detta har drivit utvecklingen av informationsteknologi (IT) och informationssystem (IS), vilket har gjort det möjligt för organisationer att bearbeta stora mängder information. Syfte: Syftet med denna uppsats är att beskriva implementationsprocessen av ett informationssystem utifrån ett organisatoriskt perspektiv snarare än utifrån ett tekniskt sådant. Vi ämnar analysera processen och de eventuella problem som denna medför genom att använda två olika perspektiv; nämligen det hårda och det mjuka perspektivet. Avgränsningar: Uppsatsen behandlar inte uppköp som sådant. Vi inriktar oss på implementationsprocessen av ISP i Nordic Lubricants AB. Valet av respondenter grundades på deras inblandning i implementationsprocessen och därmed inte på deras roller som slutanvändare. Genomförande: Vi har genomfört en kvalitativ studie baserad på intervjuer med deltagare i implementationsprocessen vid Nordic Lubricants AB. Resultat: För att på ett effektivt sätt implementera ett informationssystem och hålla sig inom projektets tidsramar är det viktigt att implementationsprocessen är strukturerad, framhävt av det hårda synsättet. Det mjuka synsättets rekommendationer angående användarnas roll får dock inte förbises.

Background: The most common reason to mergers and acquisitions is to generate synergies. Synergies emerge when two collaborating companies show a better result together than they would have done separately. Even though mergers and acquisitions have taken place since the beginning of the 17th century many of them still fail to succeed. There are many reasons why. Despite the fact that the reasons of failure have been known for a long time, new waves of mergers and acquisitions still appear. Purpose: The purpose of the thesis is to contribute with knowledge about what should be given priority, in the merger and acquisition process, to generate synergies and thereby create shareholder value. This is achieved by investigating mergers and acquisitions in Sweden during the period 1996-2001. Method: The thesis includes both quantitative and qualitative research. The quantitative research is calculations made to decide each company’s performances compared to index and the qualitative research is interviews made with representatives from the companies. Result: There are no superior methods that can guarantee success, however there are certain aspects that always should be given priority. According our research those are among others: thorough due diligence, creating a committee of integration in order to keep focus on core business.

<p>Bakgrund: Information har kommit att bli en alltmer kritisk ingrediens i dagens samhälle. Detta har drivit utvecklingen av informationsteknologi (IT) och informationssystem (IS), vilket har gjort det möjligt för organisationer att bearbeta stora mängder information. </p><p>Syfte: Syftet med denna uppsats är att beskriva implementationsprocessen av ett informationssystem utifrån ett organisatoriskt perspektiv snarare än utifrån ett tekniskt sådant. Vi ämnar analysera processen och de eventuella problem som denna medför genom att använda två olika perspektiv; nämligen det hårda och det mjuka perspektivet. </p><p>Avgränsningar: Uppsatsen behandlar inte uppköp som sådant. Vi inriktar oss på implementationsprocessen av ISP i Nordic Lubricants AB. Valet av respondenter grundades på deras inblandning i implementationsprocessen och därmed inte på deras roller som slutanvändare. </p><p>Genomförande: Vi har genomfört en kvalitativ studie baserad på intervjuer med deltagare i implementationsprocessen vid Nordic Lubricants AB. </p><p>Resultat: För att på ett effektivt sätt implementera ett informationssystem och hålla sig inom projektets tidsramar är det viktigt att implementationsprocessen är strukturerad, framhävt av det hårda synsättet. Det mjuka synsättets rekommendationer angående användarnas roll får dock inte förbises.</p>

<p>Bakgrund: Information har kommit att bli en alltmer kritisk ingrediens i dagens samhälle. Detta har drivit utvecklingen av informationsteknologi (IT) och informationssystem (IS), vilket har gjort det möjligt för organisationer att bearbeta stora mängder information. </p><p>Syfte: Syftet med denna uppsats är att beskriva implementationsprocessen av ett informationssystem utifrån ett organisatoriskt perspektiv snarare än utifrån ett tekniskt sådant. Vi ämnar analysera processen och de eventuella problem som denna medför genom att använda två olika perspektiv; nämligen det hårda och det mjuka perspektivet.</p><p>Avgränsningar: Uppsatsen behandlar inte uppköp som sådant. Vi inriktar oss på implementationsprocessen av ISP i Nordic Lubricants AB. Valet av respondenter grundades på deras inblandning i implementationsprocessen och därmed inte på deras roller som slutanvändare. </p><p>Genomförande: Vi har genomfört en kvalitativ studie baserad på intervjuer med deltagare i implementationsprocessen vid Nordic Lubricants AB. </p><p>Resultat: För att på ett effektivt sätt implementera ett informationssystem och hålla sig inom projektets tidsramar är det viktigt att implementationsprocessen är strukturerad, framhävt av det hårda synsättet. Det mjuka synsättets rekommendationer angående användarnas roll får dock inte förbises.</p>

<p>The claims that we have entered a new society, with a new typeof business logic and view on business relationships, are becoming more and more commonplace. In this context it seems appropriate to try and detect signals of change in societal behavior, possibly indicating a transition from one society to another. This essay deals with this very issue. By means of an analysis of the public discourses in 1993 and 1999 respectively, the authors try to establish evidence for or against such a societal shift. The analysis is focused on the discourse, as it was conveyed in the business press, surrounding two separate merger propositions, both including Volvo as one of the parties involved. The results indicate a societal change, albeit a moderate one. Also, no fundamental change in business logic could be detected. This would suggest that the hype around the New Economy might be just that, a hype.</p>

<p>Background: The dependency on knowledge and competence today is more critical than earlier. Today, companies need to put more effort into identifying and filling knowledge gaps, which can be achieved through mergers and acquisitions. It is important that the companies succeed in coordinating their operations after this process of change. Out of a theoretical point of view it can be argued that companies need to balance between different coordination mechanisms that result in standardized and flexible coordination respectively. </p><p>Purpose: The purpose of this Master Thesis is, in the context of a merger, to investigate and analyze which coordination mechanisms that are used in knowledge-intensive companies, how these coordination mechanisms are combined and what explains the chosen combination. </p><p>Scope: The study has been accomplished through qualitative research with interviews within the consultancy firm Cap Gemini Ernst&Young supplemented by interviews with the IT-consultancies WM-data and DataVis as well as the industrial firm SAAB Bofors Dynamics. </p><p>Results: The combination of coordination mechanisms used has been identified, which has given a possibility to study changes in the balance. The balance of coordination in the consultancy firms has relatively moved towards a higher degree of standardized coordination. We believe this is due to the consultancy firms attempts of raising their productivity with reduced customer adaptation and creativity as a consequence. SAAB, on the other hand, is moving towards a more flexible coordination but from a starting-point with a more standardized coordination in an effort of acheiving a higher degree of customer adaptation and creativity.</p>

The claims that we have entered a new society, with a new typeof business logic and view on business relationships, are becoming more and more commonplace. In this context it seems appropriate to try and detect signals of change in societal behavior, possibly indicating a transition from one society to another. This essay deals with this very issue. By means of an analysis of the public discourses in 1993 and 1999 respectively, the authors try to establish evidence for or against such a societal shift. The analysis is focused on the discourse, as it was conveyed in the business press, surrounding two separate merger propositions, both including Volvo as one of the parties involved. The results indicate a societal change, albeit a moderate one. Also, no fundamental change in business logic could be detected. This would suggest that the hype around the New Economy might be just that, a hype.

Background: The dependency on knowledge and competence today is more critical than earlier. Today, companies need to put more effort into identifying and filling knowledge gaps, which can be achieved through mergers and acquisitions. It is important that the companies succeed in coordinating their operations after this process of change. Out of a theoretical point of view it can be argued that companies need to balance between different coordination mechanisms that result in standardized and flexible coordination respectively. Purpose: The purpose of this Master Thesis is, in the context of a merger, to investigate and analyze which coordination mechanisms that are used in knowledge-intensive companies, how these coordination mechanisms are combined and what explains the chosen combination. Scope: The study has been accomplished through qualitative research with interviews within the consultancy firm Cap Gemini Ernst&amp;Young supplemented by interviews with the IT-consultancies WM-data and DataVis as well as the industrial firm SAAB Bofors Dynamics. Results: The combination of coordination mechanisms used has been identified, which has given a possibility to study changes in the balance. The balance of coordination in the consultancy firms has relatively moved towards a higher degree of standardized coordination. We believe this is due to the consultancy firms attempts of raising their productivity with reduced customer adaptation and creativity as a consequence. SAAB, on the other hand, is moving towards a more flexible coordination but from a starting-point with a more standardized coordination in an effort of acheiving a higher degree of customer adaptation and creativity.