The mainstay of a successful organization is a well-functioning internal communication. Good internal communication creates a positive environment, togetherness, and community within the organization. A lack of internal communication can lead to an inefficient organization and can pose a threat to the organization's relationships, which is more common in international organizations. Since digital development, the internal communication is constantly evolving, which created a need to examine the area further. The purpose of this study was to create an understanding of how members in an international organization perceive internal communication. Löfberg’s internal communications were examined from the members’ perspective because their perception could give us a more honest and clearer view of what internal communication looks like within the organization. In this thesis, we had four research questions: “How do the members perceive the organizational culture within Löfbergs?", "How do the members perceive the communication channels at Löfbergs?", "To what extent do the members' perception of Löfberg's internal communication differ depending on position? " and "To what extent do members' perceptions of Löfberg's internal communication differ depending on whether they work within or outside Sweden?"       The theoretical framework in this thesis was covered by organizational culture, dissemination of information, and communication channels. Organizational culture affected the members' sense of belonging, motivation, and inclusion. Disseminating information explains how communication moved within the organization. The channels were investigated because they are the organization's tools for disseminate the information to all members. Based on previous research, we gained an understanding of the importance of horizontal and vertical communication within organizations, and how it worked. We also presented the difference between the manager role and the employee role, and how the image of these roles had changed over time. The survey was conducted with the help of a quantitative survey, where the population was a total sample of Löfberg's organizational members. The questionnaire was sent out via e-mail where members could answer 24 questions regarding internal communication. We received a total of 148 respondents out of 325 possible, from seven different countries. After analyzing the data collected from the survey, we were able to answer our purpose and our research questions. The results of the study showed that the members’ at Löfbergs generally experienced the communication as well-functioning. The majority of members enjoyed being with their colleagues, they experienced motivation to go to their work and they experienced being included within the organization. Further, members outside Sweden experienced internal communication as more well-functioning than those stationed in Sweden. Managers considered to a greater extent than employees, that they were allowed to take part in decisions that concerned the organization as a whole. Of the nine channels that were used in this thesis, we saw that mobile, e-mail, Teams chat function and the intranet were the most used channels. The channels that were not used as frequently were Yammer and the bulletin board. With the help of our results, we gained an understanding of how members within an international organization perceive internal communication. / Grundpelaren för en framgångsrik organisation är att det finns en bra internkommunikation. En bra internkommunikation skapar en positiv miljö, samhörighet och gemenskap inom en organisation. En bristande internkommunikation kan däremot leda till en ineffektiv organisation som kan innebära hot mot organisationens relationer, vilket är vanligare i större internationella organisationer. I och med den digitala utvecklingen, är internkommunikationen i ständig förändring, vilket skapade ett behov att undersöka området vidare. Syftet med denna undersökning var att skapa en förståelse för hur medlemmar inom en internationell organisation uppfattar internkommunikationen. Löfbergs internkommunikation undersöktes ur ett medlemsperspektiv eftersom deras uppfattning kunde ge oss en mer ärlig och tydlig bild av hur internkommunikationen ser ut inom organisationen. Uppsatsen utgår från fyra frågeställningar: “Hur uppfattar medlemmarna organisationskulturen inom Löfbergs? ”, “Hur uppfattar medlemmarna kommunikationskanalerna på Löfbergs?”, “Till vilken grad skiljer sig medlemmarnas uppfattning av Löfbergs internkommunikation beroende på position?” och ”Till vilken grad skiljer sig medlemmarnas uppfattning av Löfbergs internkommunikation beroende på om de arbetar i eller utanför Sverige?”.  Det teoretiska ramverket i uppsatsen utgick från organisationskultur, informationsspridning och kommunikationskanaler. Organisationskultur berörde medlemmars samhörighetskänsla, motivation och inkludering. Informationsspridning förklarade hur kommunikationen skedde inom organisationen. Kommunikationskanaler undersöktes eftersom de är organisationens verktyg för att kunna sprida information till alla medlemmar runt om i organisationen. Utifrån tidigare forskning fick vi en förståelse för hur viktig horisontell och vertikal kommunikation är inom organisationer samt hur den fungerar. Vi presenterade även skillnaden mellan chefsrollen och medarbetarrollen, och hur bilden av dessa har förändrats över tid.  Genomförandet av undersökningen gjordes med hjälp av en kvantitativ enkätundersökning, där populationen var ett totalurval av Löfbergs organisationsmedlemmar. Enkäten skickades ut via mail där medlemmarna fick svara på 24 stycken frågor rörande internkommunikation. Vi fick totalt ihop 148 respondenter av 325 möjliga, från sju olika länder.  Efter att ha analyserat insamlad data från enkäten kunde vi svara på vårt syfte och våra frågeställningar. Studiens resultat visade att medlemmarna på Löfbergs generellt upplevde kommunikationen som välfungerande. Majoriteten av medlemmarna trivdes med sina kollegor, kände sig motiverade till att gå till arbetsplatsen och kände sig inkluderade i organisationen. Medlemmar utanför Sverige upplevde internkommunikationen som mer välfungerande än de som var stationerade i Sverige. Chefer ansåg till högre grad att de fick vara med att ta belsut som rör hela organisationen än vad medarbetare gjorde. Av de nio kanaler som studerades i undersökningen, kunde vi se att de kanaler som användes mest var mobil, e-post, Teams chattfunktion och intranätet. De kanaler som inte användes lika frekvent var Yammer och anslagstavla. Med hjälp av vårt resultat har vi fått en förståelse hur medlemmar inom en internationell organisation uppfattar internkommunikationen.

With a culture focused on leadership, the purpose in this study was to explore untested assumptions about followers and their being ignored as independent productive actors in the workplace. The lived experience of followers and their impact on the success or failure of organizations during periods of absent leadership was explored via 4 independent situations. A qualitative, phenomenological research design based primarily on the theoretical framework of Moustakas and the research design of Patton guided the study. The 3 key research questions were explored with regard to followers during periods of absent leadership: how they respond, what actions they take to fill the void, and the purpose of their actions and reactions. The qualitative data were coded and centered around 4 themes: (a) productivity, (b) morale, (c) direction, and (d) interpersonal behavior during periods of absent leadership. The results indicated that followers did not descend into chaos without leaders, thus refuting a primary conjecture about their assumed workplace behavior. Instead, emergent consensual self-managing teams arose, and this research resulted in a proposed organization-member exchange (OMX) construct for further research to account for the environmental context as a potential substitute to the traditional leader-follower relationship. Social change may occur by increasing efficiencies if additional training is provided for followers to prepare themselves for absent leadership and for leaders to realize the full potential of followers. Attempts at developing self-managed groups to fully utilize the leadership potential might serve to negate negative effects of the departure of a designated leader and promote employee wellbeing as contributing and valued members of the organization.