This study aims to recognize how virtual teams should be coordinated and led in organizations that operate at multiple sites. To fulfill the purpose of the study, a literature review on previous research on virtual teams was implemented. Further, a qualitative study including interviews with leaders at different levels at Ericsson was conducted to gain empirical data on how leadership in virtual teams works. The interviews were semi-structured with the purpose of not directing the leaders towards only bringing up the challenges that emerged in the literature review but to also bring up new perspectives. The major challenges that virtual teams face, thus challenges that the leaders must somehow address, can be divided into three areas: communication, coordination and location. Concerning communication, it is important that leaders of virtual teams set the means for communications, define ground rules and make sure that the right kind of communication is used for the right purpose. Further, it is important to communicate more often than if the team would have been co-located and actively try to build trust and cohesion within the team by being transparent and honest. To meet face to face with the team members, especially in the beginning when the team is created, is important both for understanding (virtual communication becomes easier afterward) and for the building of trust and cohesion. In the area coordination it is important for the leader to clearly define the roles of each team member and how the roles as well as the team efforts contribute to a larger picture. There is no perfect distribution that is applicable to all virtual teams, each team must find their balance concerning how many team members that should be positioned at each site. In general, to push responsibilities down in the hierarchy is a suitable role structure for virtual teams. The location area includes challenges such as different languages, cultures and collaboration across different time zones. It is important to have an operative language that all team members understand and master. When creating a new team, it is important that the leader or the person creating it, is aware of how cultural differences impact, so that the challenges can be addressed properly, and the benefits of diversity as well as the expanded labor pool, can be utilized. Working across different time zones brings benefits such as more hours of the day can be used, but it also includes challenges, such as limited real-time communication. Thus, the optimal time overlap is difficult to define, but generally, leaders prefer involving fewer time zones and large time overlaps.

En digital arbetsplats har blivit allt vanligare och många företag ger nu anställda möjligheten att arbeta hemifrån, antingen heltid eller deltid. Den snabba ökningen av arbete hemifrån har väckt frågor om hur produktiva anställda är när de arbetar hemifrån jämfört med på kontoret. Företag försöker utveckla strategier för att anpassa sig till det nya arbetssättet. Denna studie syftar till att undersöka de faktorer som påverkar anställdas produktivitet med hjälp av följande forskningsfråga: Vilka faktorer påverkar produktiviteten på en digital arbetsplats? För att kunna besvara forskningsfrågan genomfördes en kvantitativ studie hos elva olika svenskt företag där anställda erbjuds möjlighet att arbeta hemifrån. Genom att samla in data från deltagarna kunde univariata och bivariata analyser genomföras för att identifiera samband mellan olika faktorer och produktiviteten. Resultaten av studien visade att det finns fyra identifierade samband som påverkar produktiviteten vid arbete hemifrån. Dessa samband kategoriseras in i två huvudkategorier: arbetsmiljö och kommunikation. Inom arbetsmiljön identifierades faktorer som tillgång till lämplig teknik och ergonomiska arbetsplatser som är viktiga för att öka produktiviteten. Inom kommunikation framkom betydelsen av tydlig och effektiv kommunikation mellan anställda och ledningen för att upprätthålla produktiviteten på en digital arbetsplats. Genom att förstå dessa faktorer kan företag utveckla strategier för att kunna skapa en effektiv digital arbetsplats. Denna forskning bidrar till kunskapen om produktivitet vid arbete hemifrån och hjälper organisationer att förbättra sin arbetsmiljö vid arbete hemifrån. Ytterligare forskning kan fördjupa förståelsen av de olika faktorerna och identifiera åtgärder för att förbättra produktiviteten på en digital arbetsplats. / A digital workplace has become increasingly common, and many companies are now offering their employees the opportunity to work from home either full-time or part-time. The rapid rise of working from home has raised questions about the productivity of employees when working from home compared to working in the office. Companies are trying to develop strategies to adapt to this new way of working. The purpose of this study is to examine the factors that affect employee productivity based on the following research question: What factors influence productivity in a digital workplace? To answer the research question, a quantitative study was conducted in eleven different Swedish companies where employees are offered the option to work from home. By collecting data from the participants, univariate and bivariate analyzes were conducted to determine correlations between different factors and productivity. The results of the study revealed four identified correlations that influence productivity when working from home. These correlations are categorized into two main categories: workspace environment and communication. Within the workspace environment, factors such as access to appropriate technology and ergonomic workspaces were identified as important for increasing productivity. Within communication, the importance of clear and effective communication between employees and management was revealed to maintain productivity in a digital workplace. By understanding these factors, companies can develop strategies to create an efficient digital workplace. This study contributes to the knowledge of productivity when working from home and helps organizations improve their workspace environment for working from home. Further research can deepen the understanding of the different factors and identify measures to increase productivity in a digital workplace.