Concern regarding sustainability and climate change is increasing, which is forcing countries world-wide to take action. The Swedish government has set a goal of fossil-free tra_c until 2030. Battery Electric Buses (BEB) might be one of the solutions needed in order to reach this goal. However, currently its prevalence is at an early stage.   The purpose of this study is to investigate how the technological transition towards BEBs in Sweden a_ects the public transport operators (PTOs). Moreover, to investigate how a third party service provider of Fleet Management System (FMS) services can support the PTOs in this transition.   The research has been carried out in co-operation with a PTO and a FMS service provider. The research contributes to their current understanding of how they will be a_ected by the emerging technological transition. This thesis also contributes with new empirical data of the technological transition towards electric vehicles within public bus transport, seen as a Large Technical System. Conceptually it contributes, by exploring how external companies can support the technological transition towards BEBs, with the application of Technological Transitions theory and the Multi Layer Perspective framework.   The methodology used is a case study of the technological transition towards BEBs in Sweden. Data was collected through twelve semi-structured interviews with researchers, PTOs, public transport authorities (PTA), a BEB manufacturer and a FMS-service company. Parallel to this a questionnaire was distributed to the twenty largest PTOs in Sweden. Moreover data was collected from company visits, pilot-project results and internal documentation.   Our findings show that there are thirteen perceived barriers present among the PTOs, in the process of BEB adoption. Six of these barriers relate to component aspects of BEBs, and seven relate to managerial aspects. Perceived barriers linked to component aspects of BEBs are; Variation in solutions and lack of technical standards, the Charging infrastructure, Shorter range or decreased load capacity, Unknown functionality in cold climate, Reliability and Durability. Perceived barriers linked to managerial aspects of BEBs are; Lack of knowledge and experience, Behavioral change, Economy, Maintenance, Ownership of infrastructure and buses, Business models and Varying requirements from PTAs. The barriers FMS-service providers can address are primarily, due to the technological nature of the services, present at niche level. PTOs together with FMS-service providers are encouraged to together strive towards gaining deeper knowledge about the new emerging echnologies. Through this, PTOs could be enabled to overcome the aforementioned barriers. Three reverse salients were also identi_ed, linked to the aforementioned barriers. If the everse salients are assessed, BEB acceptance among PTOs could be increased. The three identi_ed reverse salients are, the battery technology, the charging infrastructure and the contracts/ownership. The co-operation with the commissioning PTO and FMS-service provider has led to valuable access to Swedish public transport actors, and has aided in a deeper understanding of the phenomena. Although, this co-operation might have exposed us to a risk of being influenced.

We are today facing an industrial revolution called Industry 4.0. Earlier in the human history, we have seen multiple industrial revolutions, but only after they actually happened. This is the first time we can see that an industrial revolution is on its way. Witht his knowledge, we have the chance to prepare for this large‐scaled technological change that we are standing in front of. Because of the impact that earlier industrial revolutions had on organizations, we can assume that Industry 4.0, as well, will impact and change work, tasks and the organizations themselves; especially when it comes to new high‐tech knowledge and skills that need to be learnt. Implementation, change, and high‐tech learning, together with a constantly running production can be stressful for anyone involved. For this reason, the purpose of this study is to come up with solutions on how you can facilitate the implementation of Industry 4.0, for employees and in an organizational point of view. We do this by conducting a literature study as well as interviewing organizations within the Swedish manufacturing industry. The structure of the analysis is built upon Lewin’s Three‐stage Model of Change. Here, we discuss and present solutions according to the stage in which they fit during the change process. Additionally, we investigate the concept of gamification as a tool to facilitate change. From our research, we conclude that motivation and engagement are keys in a technological change project such as Industry 4.0. Involvement, transparency and clarity are important aspects to make employees engaged throughout the project. Additionally, we present practical solutions for how organizations can educate their employees within Industry 4.0 techniques, as well as increase their motivation and engagement. / Vi står idag inför en industriell revolution som kallas Industri 4.0. Tidigare i historien har vi sett industriella revolutioner först efter att de inträffat. Det är nu första gången vi kanse att en industriell revolution är på väg. Med denna kunskap har vi idag en möjlighet att förbereda oss för den teknologiska utveckling som vi står inför. På grund av de tidigare industriella revolutionerna och den stora påverkan som de har haft på organisationer, kan vi anta att Industri 4.0 också kommer förändra jobb, uppgifter och organisationer – framför allt när det kommer till den nya teknologiska kunskap som nya maskiner och system kommer kräva av de som använder dem. Implementering, förändring och en hög nivå av teknologiskt lärande, samtidigt som produktionen fortfarande kommer snurra dygnet runt, kan vara stressigt för vem som helst. Därför syftar detta examensarbete till att ta fram lösningar för hur man kan förenkla implementationen av Industri 4.0, ur ett medarbetarperspektiv och för organisationen som helhet. Vi gör detta genom en litteraturstudie och genom intervjuer med organisationer inom den svenska tillverkningsindustrin. Strukturen på analysen bygger på Lewins trestegsmodell för förändring. Här diskuterar och presenterar vi lösningar enligt vilket steg de passar in i under förändringsprocessen. Vidare utvärderar vi gamification som ett verktyg för att underlätta förändringen. Detta arbete kommer fram till att det viktigaste för att genomföra ett förändringsarbete i denna omfattning är motivation och engagemang från både anställda och ledning. Involvering, transparens och tydlighet är viktiga delar för att göra anställda engagerade genom hela projektet. Vidare presenterar vi lösningar för hur man kan utbilda sina anställda inom Industri 4.0‐tekniker, och även för hur man kan öka motivation och engagemang.