This report highlights the complexity of engaging in a post-acquisition integration process of a relatively large knowledge-intensive firm. Findings from a case study is analyzed in relation to previous theory, resulting in four propositions aiming at creating a foundation for further theory development, as well as increased understanding among practitioners in relation to the emphasized problem. It is argued by the authors that increased relative acquisition size of knowledge-intensive firms will: 1) increase demand for a centralized organizational structure, 2) decrease benefits of introducing a new top management, 3) decrease communicative attention towards lower levels, and 4) decrease attention towards subcultures. These factors will ultimately increase the risk for integration failure.

In a globalized world where competition has risen, it has become more and more popular for companies to outsource non-core activities. The main reasons for doing so are due to cost reductions, improving organizational focus, better flexibility and improve product quality, delivery and service. As outsourcing is increasingly growing in popularity, the problems associated is more prominent. For some companies outsourcing is a bridge to all the related benefits, while for some companies it can be a nightmare. When the expectations aren't met, the focal firm will have to re-evaluate the decision. The decision to will therefore to renegotiate with the vendor, switch to another vendor or to backsource. Backsourcing is when activities which previously has been outsourced is brought back in-house. Previous research on backsourcing has focused on functions such as information technology and information system. Little attention has been given towards production and the risk involved. In order for the vendor to produce, knowledge need to be shared. This can be complicated for knowledge-intensive firms considering their value creating resource is knowledge which derives from their intellectual capital. As the know-how of the product is shared to the vendor, the research made is transferred. If the knowledge-intensive firm is dissatisfied with the entered outsourcing agreement, and wishes to end the agreement the know-how will still continue to be shared. Causing the focal firm to feel locked-in with the vendor. If they choose to backsource, the risks related to the shared knowledge appears. As the knowledge is already shared, the question if it can be prevented arises. Which leads to our research questions: RQ1: What are the risks related to intellectual capital when backsourcing? RQ2: How can these risks be prevented? To answer these questions, a case study from a knowledge-intensive firm who faces this problem is examined with our theoretical framework. The risk identified were opportunistic behaviour with the shared intellectual capital, reputational risk, risk with reintegrating intellectual capital, investment risk and risk from earlier contractual arrangement. To prevent these revealed to be difficult but not impossible. To summarize the preventing measure identified, they revolve around legal protection from well-written contracts and patents, careful execution plan, use of external expertise and by avoiding high investment through establishing a pilot plant.

Title: A study about conditions for leadership in knowledge-intensive firms. Authors: Cecilia Ekström and Niklas Sandberg Keywords: Leadership, knowledge-intensive firm, hierarchies, followers. Background: Leadership is becoming one of our greatest social myths and is considered a total solution for many problems that occur in an organization. The view of leadership is usually from a top-down perspective, which contributes to an often underestimated view of the follower. Just as it is important to understand the leader's view of leadership, it is important to understand how employees view the structure from which the leader derives its legitimacy. The existing conditions in knowledge-intensive firms, such as autonomy, place special demands on the formal leadership. Purpose: The purpose of this study takes an employee perspective, to understand what the conditions are for formal leadership in knowledge-intensive firms. Method: A qualitative research method was used and empirical material was collected through interviews with employees in knowledge-intensive firms. The empirical material was analyzed by the respondents’ mental images which were set against the theoretical framework of the thesis. Conclusions: The conditions for formal leadership in knowledge-intensive firms make it advantageous to have a leader with a withdrawn role. It is about taking advantage of the employees’ cutting edge knowledge of the work and to support and develop the employees. The leader needs to be aware that it is important for employees to be heard and that questioning is a way to develop the organization. The leader also needs to be aware that even employees in knowledge-intensive firms, which seemingly are very independent, need frameworks to relate to that distributes roles and responsibilities. / Titel: En studie om förutsättningar för ledarskap i kunskapsintensiva verksamheter. Författare: Cecilia Ekström och Niklas Sandberg Nyckelord: Ledarskap, kunskapsintensiva verksamheter, hierarkier, följare. Bakgrund: Ledarskap håller på att växa till en av vår tids största sociala myter och anses som en helhetslösning för många problem som uppstår i en organisation. Synen på ledarskap utgår oftast ifrån ett uppifrån-och-ner perspektiv vilket bidrar till att följarnas roll ofta undervärderas. På samma sätt som det är viktigt att förstå ledarens syn på ledarskap är det viktigt att förstå hur medarbetarna ser på den struktur varifrån ledaren hämtar sin legitimitet. De förutsättningar som finns i kunskapsintensiva verksamheter, till exempel autonomi, ställer särskilda krav på det formella ledarskapet. Syfte: Syftet med uppsatsen är att genom ett medarbetarperspektiv skapa förståelse för vilka förutsättningar som finns för formellt ledarskap i kunskapsintensiva verksamheter. Metod: En kvalitativ forskningsmetod har använts och empirimaterialet samlades in genom intervjuer med anställda i kunskapsintensiva verksamheter. Empirimaterialet har analyserats genom att respondenternas mentala bilder har ställts mot uppsatsens teoretiska referensram. Slutsatser: Förutsättningarna för formellt ledarskap i kunskapsintensiva verksamheter gör det fördelaktigt att ledaren har en tillbakadragen roll. Det handlar om att ta vara på medarbetarnas spetskunskaper i arbetet samt stötta och utveckla medarbetarna. Ledaren behöver vara medveten om att det är viktigt för medarbetarna att få komma till tals och att ifrågasättande är ett sätt att utveckla organisationen. Ledaren behöver dessutom vara medveten om att även medarbetare i kunskapsintensiva verksamheter, som till synes är väldigt självständiga behöver ramar att förhålla sig till som är till för att fördela roller och ansvar.

Aim. The purpose of this degree project was to assess the impact of the sudden, historically-unique COVID-19 workplace restrictions on the knowledge management and interrelated ICT utilization of a knowledge-intensive SME in Germany. Based upon the outcomes of this assessment, suggestions for future advancement were to be developed.Research Approach. The research approach entailed a qualitative case study addressing a single IT company with 42 employees. The research itself was conducted via triangulation, with the semi-structured interviews of four purposely sampled company executives serving as the focal part. Fundamental aspects of these interviews were further substantiated through four exploratory meeting observations and a company-wide questionnaire contributing 14 employee responses.Findings. Subject to the pandemic-related workspace restrictions, this company was forced to transition to predominantly virtual operations. The organization responded through the introduction of a new, integrated ICT for employee collaboration while simultaneously expediting the codification of tacit knowledge across two existing knowledge repositories. This focus on only a few essential ICTs led to a reduction of prior systems clutter and the company-wide accessibility of explicit knowledge – a quantum leap in terms of efficiency. Along with the primary collaboration via ICTs, a new interaction etiquette developed amongst employees, and IT-related staff was found to cooperate more actively than in the previous on-site environment. Given these insights, this German IT house is recommended to continue its emergently hybrid knowledge management strategy and consider the benefits of both the physical and virtual spaces for an office redesign past the COVID-19 limitations.Originality. Academic references attending to knowledge management during forced workplace restrictions were de facto nonexistent. Adding to it, previous studies on virtual knowledge management indicated a deterioration of performance as compared to on-site operations. This case study is hence not only unique by its pandemic link, but also countering apparent academic presupposition.