The emergence of digitalization and globalization has given birth to firms who cater to a global customer base and source resources from around the world at the click of a button. Nevertheless, as companies continue to innovate how they communicate, govern and internationalize, much of the research is built on a world before the emergence of the digitalized and globalized society we live in today. Finding a lucrative market is a crucial source of competitive advantage but if modern opportunities and challenges are disregarded, it could lead to grave economic downfalls. This paper investigates what factors modern technology firms take into account when evaluating potential location choice. This question further investigates how the nature of technology companies influence location choice. A qualitative study was conducted, five semi-structured interviews with five companies were conducted with each interview lasting on average 47 minutes.Three general findings were deducted from these interviews. Firstly, internal factors to the firm are still very much relevant to tech companies. Determinants such as top managements' experiential learning and networks, industry characteristics and the nature of the customer relationship. The second finding was that country-specific determinants were of less importance. There was no evidence showing that determinants such as natural resources were a factor. It was also shown that psychic and geographic distances were of less importance while human capital are of higher importance. Lastly factors which have lowered the barriers to enter a foreign location were found. These include the emergence of the gig economy and better communication technologies allowing for companies to govern distant offices from a centralized headquarter. These findings have been compiled by the authors into a new model of location choice factors for technology companies

Este trabalho se propõe a contribuir para a discussão da gestão da inovação em empresas low-tech. Como ponto de partida, a partir da perspectiva da Cadeia de Valor da Inovação, é feita uma análise da gestão da inovação em grandes empresas pouco intensivas em tecnologia. Essa abordagem possibilita uma visão ampla da gestão da inovação, não restrita ao processo de desenvolvimento de produto ou atividades intensivas de P&D. Em cada empresa analisada, foram investigadas as formas de organização, de tomada de decisão e os principais instrumentos de gestão (conforme os elos da cadeia de inovação, geração, conversão e difusão da ideia), no intuito de verificar como essas empresas gerenciam e organizam suas cadeias de valor da inovação e a possível convergência com o modo típico low-tech de inovar, preconizado pela literatura. A literatura vigente propõe a existência desse modo típico low-tech, no entanto, pode-se dizer que ele está mais associado às limitações dessas empresas (recursos, estrutura, estratégia etc.), geralmente empresas de pequeno e médio porte, do que propriamente a uma forma distinta de inovar. Para tal análise, cinco casos de empresas low-tech são confrontados com o caso de uma empresa tipicamente high-tech e a literatura disponível. Para as organizações pesquisadas, grandes empresas, os resultados não apontam para a existência de um modo típico de inovar de empresas low- tech vis-à-vis a um modo típico de empresas high-tech. Embora estas empresas tenham estratégias, objetivos, recursos e demandas diferenciadas, elas organizam e administram suas cadeias de inovação de forma muito semelhante. Por fim, com base na discussão dos aspectos importantes apontados na literatura e a análise dos resultados encontrados, é proposto um conjunto de princípios gerais para balizar a organização e a gestão da cadeia de valor da inovação, a serem levados em conta por empresas low-tech que tenham ou pretendam ter a inovação contínua em produto como parte integrante de sua estratégia competitiva. / This work aims contributes to the discussion of innovation management in low-tech companies. As a starting point, from the perspective of the Innovation Value Chain, an analysis of innovation management in large low-tech companies is made. This approach allows a broad view of innovation management, not restricted to the process of product development or intensive activities in R&D. In each company analyzed were investigated forms of organization, decision making and the main tools of management (as the links in innovation chain, \"generation, conversion and diffusion of the idea\") in order to verify how these companies manage and organize their innovation value chains, and the possible convergence with the typical low-tech way to innovate, advocated in the literature. For this analysis, five cases of low-tech companies are confronted by a typical high-tech company and by the available literature. Although the current literature proposes the existence of a typical low-tech way to innovate, generally associated to the companies constraints (resources, structure, strategy etc.) and the features related to small and medium companies, we can state that this typical low-tech way can not be broaden to the all companies in this sector. For the organizations surveyed, large companies, the results point to the absence of a typical low-tech way to innovate vis-à-vis a typical mode of high-tech companies. Although these companies do have strategies, goals, resources and differentiated demands, they organize and manage their innovative value chains very similarly. Finally, based on the discussion of the important aspects mentioned in the literature and on the result analysis, it is proposed a set of general principles to appraise the organization and the innovation value chain management, to be taken into account by low-tech companies that have or intend to have continuous innovation in products as part of their competitive strategy.

Este trabalho se propõe a contribuir para a discussão da gestão da inovação em empresas low-tech. Como ponto de partida, a partir da perspectiva da Cadeia de Valor da Inovação, é feita uma análise da gestão da inovação em grandes empresas pouco intensivas em tecnologia. Essa abordagem possibilita uma visão ampla da gestão da inovação, não restrita ao processo de desenvolvimento de produto ou atividades intensivas de P&D. Em cada empresa analisada, foram investigadas as formas de organização, de tomada de decisão e os principais instrumentos de gestão (conforme os elos da cadeia de inovação, geração, conversão e difusão da ideia), no intuito de verificar como essas empresas gerenciam e organizam suas cadeias de valor da inovação e a possível convergência com o modo típico low-tech de inovar, preconizado pela literatura. A literatura vigente propõe a existência desse modo típico low-tech, no entanto, pode-se dizer que ele está mais associado às limitações dessas empresas (recursos, estrutura, estratégia etc.), geralmente empresas de pequeno e médio porte, do que propriamente a uma forma distinta de inovar. Para tal análise, cinco casos de empresas low-tech são confrontados com o caso de uma empresa tipicamente high-tech e a literatura disponível. Para as organizações pesquisadas, grandes empresas, os resultados não apontam para a existência de um modo típico de inovar de empresas low- tech vis-à-vis a um modo típico de empresas high-tech. Embora estas empresas tenham estratégias, objetivos, recursos e demandas diferenciadas, elas organizam e administram suas cadeias de inovação de forma muito semelhante. Por fim, com base na discussão dos aspectos importantes apontados na literatura e a análise dos resultados encontrados, é proposto um conjunto de princípios gerais para balizar a organização e a gestão da cadeia de valor da inovação, a serem levados em conta por empresas low-tech que tenham ou pretendam ter a inovação contínua em produto como parte integrante de sua estratégia competitiva. / This work aims contributes to the discussion of innovation management in low-tech companies. As a starting point, from the perspective of the Innovation Value Chain, an analysis of innovation management in large low-tech companies is made. This approach allows a broad view of innovation management, not restricted to the process of product development or intensive activities in R&D. In each company analyzed were investigated forms of organization, decision making and the main tools of management (as the links in innovation chain, \"generation, conversion and diffusion of the idea\") in order to verify how these companies manage and organize their innovation value chains, and the possible convergence with the typical low-tech way to innovate, advocated in the literature. For this analysis, five cases of low-tech companies are confronted by a typical high-tech company and by the available literature. Although the current literature proposes the existence of a typical low-tech way to innovate, generally associated to the companies constraints (resources, structure, strategy etc.) and the features related to small and medium companies, we can state that this typical low-tech way can not be broaden to the all companies in this sector. For the organizations surveyed, large companies, the results point to the absence of a typical low-tech way to innovate vis-à-vis a typical mode of high-tech companies. Although these companies do have strategies, goals, resources and differentiated demands, they organize and manage their innovative value chains very similarly. Finally, based on the discussion of the important aspects mentioned in the literature and on the result analysis, it is proposed a set of general principles to appraise the organization and the innovation value chain management, to be taken into account by low-tech companies that have or intend to have continuous innovation in products as part of their competitive strategy.

Inledning: Techbranschen är en relativt ny men stor och omfattande bransch som ständigt växer. Techbranschen spelar en viktig roll för Sveriges nuvarande och framtida ekonomi. Därav anses techbolag vara relevanta att studera. I den här uppsatsen är de det transformativa ledarskapet och motivation inom techbolag som kommer att undersökas. Detta eftersom ett lyckat ledarskap och anställda som är motiverade anses som väsentligt för att företag ska kunna bli framgångsrika. Forskningsfråga: Hur motiveras anställda av ett transformativt ledarskap inom techbolag? Syfte: Syftet med denna studie är att beskriva och få en förståelse över det transformativa ledarskapets betydelse för anställdas motivation inom techbolag. Genom en ökad förståelse är målsättningen att utveckla ett teoretiskt ramverk. Teoretisk referensram: Den teoretiska referensramen är uppbyggd av de två centrala delarna transformativt ledarskap och motivation. I den teoretiska referensramen presenteras även Job Characteristics Model som utgör en central del i uppsatsen. Referensramen sammanfattas slutligen i en egen analysmodell. Metod: I denna studie användes en abduktiv forskningsansats. Vidare har en kvalitativ studie genomförts där respondenter från två olika techbolag bidragit till empirin genom semistrukturerade intervjuer. Litteraturstudien utfördes genom att samla in teorier från tidigare studier.  Empiri: Det empiriska resultatet av de kvalitativa intervjuerna presenteras. Analys: Genom att ha analyserat respondenternas svar framgår det att alla de fyra olika beteendena som det transformativt ledarskap består av har en betydelse för den inre motivationen men i olika stor utsträckning. De beteenden som anses ha störst betydelse för anställdas inre motivation inom techbolag är intellektuell stimulans och individuell omtanke. I slutet av analysen presenteras det teoretiska ramverket som utformats med stöd av studien. Slutsats: Slutsatsen av den här studien är att det transformativa ledarskapet har en stor betydelse för anställdas motivation inom techbolag. Det transformativa ledarskapet har en direkt positiv påverkan på anställdas inre motivation. Intellektuell stimulans och individuell omtanke är de transformativa ledarskapsbeteenden som visade sig ha störst betydelse för anställdas motivation inom techbolag. Vidare visar studien att ledarens egen arbetsbelastning kan påverka det transformativa ledarskapet negativt. I studien har det även framkommit att transformativt ledarskap har en betydelse för anställdas yttre motivation. / Introduction: The tech industry is a relatively new but large and extensive industry that is constantly growing. The tech industry plays an important role in Sweden's current and future economy. Hence, tech companies are considered relevant to study. In this study, it is transformational leadership and motivation in tech companies that will be examined. This is because successful leadership and motivated employees are considered essential for companies to be successful. Research Question: How does transformational leadership motivate employees in tech companies? Purpose Statement: The purpose of this study is to describe and gain a deeper understanding of the transformational leadership significance for employee motivation in tech companies. Through an increased understanding, the goal is to develop a theoretical framework. The theoretical frame of reference: The theoretical frame of reference is made up of the two central parts of transformational leadership and motivation. The theoretical frame of reference also presents the Job Characteristics Model, which is a central part of the thesis. The frame of reference is finally summarized in a separate analysis model. Method: In this study, an abductive research approach was used. Furthermore, a qualitative study was conducted where respondents from two different tech companies contributed to the empiric through semi-structured interviews. The literature study was performed by collecting theories from previous studies. Empirical data: The empirical results of the qualitative interviews are presented. Analysis: By analyzing the respondents' answers, it appears that all the four different behaviors that transformational leadership consists of have significance for the internal motivation but to varying degrees. The behaviors that are most important for employees' internal motivation within tech companies are intellectual stimulation and individual care. At the end of the analysis, the theoretical framework designed with the support of the study is presented. Conclusion: The conclusion of this study is that transformational leadership is of great significance for employee motivation in tech companies. Transformational leadership has a direct positive impact on employees' internal motivation. Intellectual stimulation and individual care are the transformational leadership behaviors that proved to be most significant for employee motivation in tech companies. Furthermore, the study shows that the leader's workload can negatively affect transformational leadership. The study has also shown that transformational leadership has an impact on employees' external motivation.