Corporate Social Responsibility (CSR) has been widely talked about over decades. CSR is a concept proposed in Western Countries firstly and it asks for business to contribute sustainable economic development and to improve the quality of life by involving other stakeholders at the same time. The CSR among countries in Asia has beenspreadingin recent years. This thesis takes a closer comparison on the CSR between China and Sweden. As a case study with qualitative strategy, its main aims are to compare the driving forces, barriers, activities and deliverables in implementation of CSR in a Sweden-China context. Two Swedish enterprises and one Chinese enterprise are used as examples here in this study and both of their primary data by interview and secondary data by CSR or Sustainability Report are utilized. Theories refer to the implementation of CSR, the CSR in China and Sweden are used to establish the conceptual framework of this study. Empirical findings show that Chinese and Swedish enterprises both implement CSR in a similar way while the differences still exist. For instance, the Swedish enterprises stress the work on philanthropic responsibility to participate in local activities, while the Chinese enterprises contribute to the society by donation in natural disaster. Their activities, driving forces, barriers and deliverables are summarized in a model, respectively. Base on this fact, this thesis argues that the difference is due to the influence of cultural and political factors. Consequently, it leads to a situation that the Swedish enterprises have an advantage in implementation on caring of employees while the Chinese enterprises are good at making contributions to the larger society. This thesis can hopefully provide insightful comparison between the implementation of CSR in both Swedish and Chinese enterprises. As a conclusion, the study recommends that the future research should focus on CSR implementation of political influence.

This study investigates the implementation of Lean principles to Value Stream Mapping (VSM). The study also explores the benefits and challenges of applying VSM as a mapping model for preliminary work in the context of digitalization within assembly lines. Through a qualitative approach, including literature review and interviews, this research examines the integration of Lean principles with VSM as a framework to uncover and address inefficiencies at a large company assembly line. The study was done at a large enterprise (LE) located in Sweden. The findings highlight the potential benefits of the VSM such as being customizable. However, the study also identifies challenges to the VSM as it is missing important parts, such as systems that need to be covered in a digitalization process. This study found it to be a challenge when using VSM as a mapping tool in a complex assembly process and because of that could not identify any potential opportunities or deficiencies regarding the digitalization. The study also comes with suggestions for further research to explore contextual factors, develop implementation frameworks and investigate the long-term effects and sustainability of this integrated approach.

Nach einem 10 bis 15 Jahre dauernden Lebenszyklus besteht die Notwendigkeit große IT-Systeme durch eine neue Generation zu ersetzen. Dabei ist es vom Aufwand her unwesentlich, ob es sich um einen Generationswechsel des gleichen Herstellers handelt oder um die vergleichbare Lösung eines anderen Herstellers. Im beschriebenen Fall hat sich die Daimler AG im November 2010 entschieden auf ein anderes CAD-System zu wechseln und die Migration bis Ende 2016 abzuschließen. Der Beitrag zeigt die Vorgehensweise der Umstellung unter fünf Aspekten: — Anwendungsmethodik inkl. Datenarchivierung — Datenmigration — Use-Case-Absicherung — Rolloutplanung — Schulungskonzept

Nach einem 10 bis 15 Jahre dauernden Lebenszyklus besteht die Notwendigkeit große IT-Systeme durch eine neue Generation zu ersetzen. Dabei ist es vom Aufwand her unwesentlich, ob es sich um einen Generationswechsel des gleichen Herstellers handelt oder um die vergleichbare Lösung eines anderen Herstellers. Im beschriebenen Fall hat sich die Daimler AG im November 2010 entschieden auf ein anderes CAD-System zu wechseln und die Migration bis Ende 2016 abzuschließen. Der Beitrag zeigt die Vorgehensweise der Umstellung unter fünf Aspekten: — Anwendungsmethodik inkl. Datenarchivierung — Datenmigration — Use-Case-Absicherung — Rolloutplanung — Schulungskonzept

Purpose: The purpose of this research was to study the interplay between middle managers (MMs) and front-line managers (FLMs) in strategy implementation (SI). To successfully manage and run a complex technology corporation a well-performed strategy is essential. By comparing MMs’ and FLMs’ different views and responsibilities in the SI process, both theoretical and empirical. Methodology: Theoretical material regarding leadership, middle and front-line manager roles and responsibilities, as well the strategy implementation process, obstacles and success factors are compared in the study. Supplemented by a general pilot study and primary interviews covering their view of the SI-process, obstacles and leverages, leadership, and their roles description. In total, ten pilot interviews and 12 primary interviews have been conducted, with MMs and FLMs, equally represented. Findings: In large, the main findings regarding the creation of a dynamic interplay between MMs and FLMs were three identified key attributes. Firstly, success in the SI process and constructive dynamic require a clear distribution of tasks and responsibilities between MMs and FLMs or the key responsibilities in the process. Secondly, select key people for the SI process, picked from different levels in the organization with different viewpoint and expertise. Making sure that there are total transparency and knowledge sharing between all key members and organizational levels. This will enable a greater involvement and commitment in the SI-process. Finally, to create a successful SI-process and a dynamic interplay between MMs and FLMs, strategic work must be rewarded equally compared to operational excellence and product-development efforts. / Syfte: Syftet med denna studie var att få en förståelse för samspelet mellan Mellanchefer (MM) och Linjechefer (FLM) vid genomförandet av en strategiimplementering (SI). För att lyckas kontrollera och driva en komplex teknikorganisation är en väl genomförd strategi essentiell. Detta gjordes genom att jämföra MMs och FLMs olika syn och ansvarsområden i SI-processen, både teoretisk och empirisk. Metodik: Det teoretiska materialet som har jämförts i studien inkluderar ledarskap, Mellanchefers och Linjechefens roller och ansvar, samt strategiimplementeringsprocessens hinder och framgångsfaktorer. Detta kompletterades med en övergripande pilotstudie och med primära intervjuer som visade på MMs and FLMs respektive syn på hinder, hävstänger och ledarskap under SI-processen samt deras syn på sin roll. Sammantaget hölls 10 pilotintervjuer och 12 primära intervjuer, där mellanchefer och linjechefer var lika representerade. Resultat: Rapporten konkluderar tre viktiga attribut för skapandet av ett dynamiskt samspel mellan mellanchefer och linjecheferna. För det första, krävs en tydlig fördelning av uppgifter och ansvar mellan MMs och FLMs alternativt mellan de nyckelpersonerna som är inblandade och ansvarig i processen. För det andra, är det viktigt att välja rätt nyckelpersoner i SI-processen och att plocka dessa från olika nivåer i organisationen då de besitter olika erfarenheter. Viktigt är att skapa en total transparens och kunskapsöverföring mellan alla nyckelpersoner i processen samt mellan de olika organisatoriska nivåerna. Detta kommer att resultera i ett större engagemang och en känsla av mer inflytande på SIprocessen. Slutligen, för att skapa en framgångsrik SI-process och ett dynamiskt samspel mellan MMs och FLMs, måste det strategiska arbetet belönas lika mycket som operativa och produktspecifika insatser.