Diss. (sammanfattning) Stockholm : Handelshögsk., 2003. / Härtill 5 uppsatser.

Uppsatsen undersöker skillnader mellan att jobba som ljuddesigner på mindre indieprojekt jämfört med större spelproduktioner. Skillnader mellan att jobba som intern ljuddesigner jämfört med som konsult och hur andra utvecklare ser på ljud i spel tas även upp. Metoden som användes var kvalitativa intervjuer och tre intervjuer genomfördes. Analysen av intervjuerna utgår från uppsatsens syfte och frågeställning samt tidigare forskning om ljud i spel och inom organisationssociologi. Studien visar att det finns stora skillnader inom de olika produktionerna. Även inom olika indieprojekt. Kommunikation med resten av teamet och det administrativa arbetet skiljer sig mellan projekten. De större projekten har här en större fördel tack vare mer vana och användandet av en audio director.

Den här magisteruppsatsen behandlar två perspektiv på ledarskap som jag kallar för statiskt och kulturellt. Det statiska perspektivet handlar om att betrakta ledarskapskompetenser som oföränderliga och därför samma i alla situationer. I kontrast till detta står det kulturella perspektivet som handlar om att betrakta ledarskapskompetenser som processer.  Syftet i den här uppsatsen är att påvisa att dessa två ledarskapsperspektiv förekommer och att i en empirisk kontext pröva de här perspektiven för att se om och hur de får stöd av deltagarna i studien. Genom den hermeneutiska metoden har jag intervjuat fem deltagare som är svenska ledare med många års erfarenhet av ledarskap. De respresenterar olika branscher och företag. Tillsammans med deltagarna och med stöd av Hofstedes kulturdimensionsteori samt Bolman & Deals ledarskapsteori har resultatet i den här studien visat att både det statiska och det kulturella perspektivet får stöd av deltagarna. Detta visar sig genom deltagarnas upplevelser och beskrivningar av tre centrala teman; ledarskapet generellt, det svenska ledarskapet och respondenternas ledarskap. / This master´s thesis examines two perspectives of leadership what I would call the static leadership model and the cultural leadership model. The first model is about seeing leadership competence in terms of unchangeable regardless of situation. The second model sees leadership competence like a process; witch means to consider that leadership competence change depending on the situation.  The aim of this study is firstly to detect that these two leadership models do exist and secondly to examine if the participants in this study supports these leadership models and how they do it. Through the hermeneutic method I have interviewed five participants who are Swedish leaders with many years of leadership experiences. They represent different companies and sectors. Using the leadership experiences of the participants and the cultural dimension theory of Hofstede and the leadership theory of Bolman & Deal I have come to the conclusion that the participants do support both the static leadership perspective and the cultural leadership perspective. Through the participant’s experiences and descriptions of these three themes: leadership in general, the Swedish leadership and the leadership of the participants it becomes clear that they support these leadership models.

Diss. Linköping : Linköpings universitet, 2007.

"Every day people experience hassles and joys at work. Consequently, research on emotion in organizational settings has tended to focus on these "as they occur" and "as they are managed". However, not only do people experience emotional events at work they may also talk about these events to their colleagues or intimates. And this verbal sharing of emotion may occur as well in everyday work life as it does in turbulent times or after extraordinary events… Thus begins the journey my dissertation. On the following pages I will introduce the reader to the theory of the Social Sharing of Emotion - i.e. the experiencing of an emotional event, the mental rumination upon it and, finally, telling others about it - with a view to knowledge sharing, narratives and social networks at work. In five articles the role of social sharing of emotion in humor at the workplace, collective memory, strategic change, decision making and change management will be untangled. " / Diss. (sammanfattning) Stockholm : Handelshögsk., 2003

The aspiration of every organization is to collectively gather people in order to perform structured activities to fulfill its purpose. But what if there are circumstances within an organization that interferes with this? The thesis of this study is to scrutinize how employees experience their position in a hierarchical organizational structure, and what management strategies they use to direct and indirect protest against this structure. Through semi-structured interviews, employees have shared their experience of how they cope with being a part of an organization that has, against its own will, a hierarchical organizational structure. By analyzing their empiricism in the context of theories about hierarchy, organization culture and Hirschman’s theory about Exit, Voice and Loyalty, this study concludes that a hierarchical structure roots a barrier between management and its employees. This barrier has caused a lack of trust between these two much needed groups of the organization.                       The employees within the organization that the study is based on, use a varied amount of management strategies due to how they experience their position. These strategies include using their voice for the reason of feeling loyal to the organization, they use their ability to exit the organization for the lack of loyalty, and the employees experience the lack of both voice and exit, because they are finding themselves being dependent of the organization. To manage the rooted barrier and decrease the employees need to use management strategies, management should consider developing a strong organization culture, due to increase trust and motivation among its employees.