The competence to manage risks related to health, security, fire and safety is a sought-after skill.This is especially noticeable in both business and public administration job postings for therecruitment process of managers, administrators or coordinators to security departments. At thesame time there is little specialist literature available in Swedish on the subject of risk managementin the context of protecting assets and people from physical security threats. The lack of literatureaffects the study of risk management from a physical and procedural security perspective,particularly at an academic level where this is a relatively new topic. To move forward and expandthe field of knowledge is an important step, not only for the scientific community but also for theindustry. This bachelor thesis attempts to be an initial but significant contribution to a topic thatis likely to grow. By mapping what has already been published on the subject in English as wellas summing up and analyzing the scientific knowledge from similar disciplines the thesis has alsohad an additional goal: to reach out with knowledge to those dealing with risk management inpractice, and thus raising their awareness and developing their professional skills.The purpose of this study is to present the current state of knowledge and at the same time toshow the width and depth of the risk management process. This is done by identifying similaritiesand differences in definitions, process descriptions, problems and best practice of the studied areaswhile at the same time account for any criticism offered against risk management as a concept.The results show that there are more similarities than differences in the risk management processand methods regardless of whether the purpose is to protect people and assets from healthhazards, crime, fire or accidents.The paper has been conducted as a descriptive literature study and a comparative textual analysis.The risk management process has been described with reference to the generic ISO standard(31000:2009, Risk management - Principles and guidelines). Also, ten common risk analysismethods that cover all steps in the risk assessment process have been described. The narrative andrelated analysis follow the same order as the ISO-standard process description.The material has been supplemented and compared with guidelines and scientific papers from threetypes of risks management contexts: (1) health hazards, (2) fire and safety, and (3) security.The paper also provides examples of the inconsistent use of terms and definitions both between andwithin different disciplines involved in risk management. One of the conclusions of the report is thatcreating a unified, universal terminology to be used in the security context probably is impossibleas well as being not necessary. Instead, certain terminological misunderstandings can be avoided byproviding clear definitions and explanations of their meaning in each particular case.

The relationship between remote work and employee well-being represents a longstanding debate in the management literature, and it has been rekindled by the remote work adoption forced by COVID-19 lockdowns. Previous literature has shown that remote working can enhance flexibility and work–life balance under certain conditions. However, it can also be a source of increased stress, burnout, and greater work-to-family conflicts. The adverse effects are particularly relevant when remote work adoption is imposed by external conditions for both employees willing to adopt it and those who feel less comfortable with it. This study contributes to the debate by surveying 471 employees “forced” into remote work adoption because of COVID-19 lockdowns and by pinpointing three individual-level job resources that can affect stress in such a context. In particular, it shows that “future of work” job components are not a source of stress, as suggested by recent research, but a critical antecedent of remote working self-efficacy and a source of creativity in leveraging digital technologies in such a context.

This research aims to present a synopsis of four eminent theoretical concepts that scholars have expended to help understand how digitalisation has changed the workplace as we used to know it. The research is based on a conceptual approach. It aims to critically synthesise the relevant literature as the principal methodology for analysing work in the selected four research domains where the perspective on digital work is most controversial. The study shows two central chronicles that have emerged due to workplace digitalisation - utopian and dystopian perspectives. The research sheds light on controversial discourses regarding changing nature of work in the digital era, particularly concerning work polarisation, non-standard employment, unemployment and platform work. The study also provides guidelines for change that help minimise the dark side and harm to the worker of digitalisation by developing appropriate capabilities for the new digital environment. (c) 2023 The Authors. Published by Elsevier Espana, S.L.U. on behalf of Journal of Innovation & Knowledge. This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/)

Objective: Our main objective is to identify why the executive management positions of most companies in Europe are not moderately genders diverse. Within this objective we study the pattern of gender representation and diversity in a specific company (named Company A) and investigate theoretically why more women should be appointed to the top positions.

Research and practical implications: This thesis contributes to a better understanding of the reason behind not having moderately gender diverse executive management by studying Company A, taking into consideration that gender diversity positively influences a workplace. In addition it helps to raise the awareness of C-level management in the Company A; gives them an idea of what they should work with to get more women into management positions and show them the benefits for the organisation if appointing more women to top positions.

Scope of the thesis: Due to the scope of this thesis, our research is limited to only consider the gender diversity at the executive level within Company A.

Findings: This thesis has explored and identified that a gender diverse workforce drives economic growth and can capture a greater share of the consumer market. Diversity fosters a more creative and innovative workforce and is needed to realize a company’s full potential.

Based on the outcomes from the theory part and the quantitative and the qualitative research of this thesis; it is clear that executive management of many engineering companies are not moderately gender diverse. The same result was found when studying gender ratio in executive positions at Company A that authors have examined.

The reasons behind lacking a moderate gender diverse executive management, according to our study, are:

- Lower number of females with several years of experience and relevant competence for engineering jobs compared to men. It is easier to find highly experienced men with the right knowledge compared to women.

- Longer leaves of absence due to maternity leave. There are more women than men that take a leave of absence from the company for long periods, this leads to smaller networks and longer time to build experience.

- Most top managers hire from their existing networks; people whom they have been working with previously, who are mostly men and who are performing well. Therefore the recruiting process is another reason as to why there are more men than women in executive positions.

Conducting a thorough organisational analysis is crucial for coming up with sustainable design interventions and architec- tural alteration. Architecture has the power to influence or constrain spatial practices. Therefore in order to be successful every proposal has to be based on knowledge about the organisation, their everyday activities and goals

The entry of gig-platforms to labor markets world-wide has caused significant frictions with national institutions and regulators, including trade unions. In this article, we compare the interactions between taxi and food delivery platforms with the industrial relations (IR) systems of Denmark and Sweden, where we observe isolated instances of unions striking collective agreements with platforms. We assess and compare platform strategies and interactions with IR system agents, using an RIT-framework (rulemaker-intermediary-ruletaker) which considers how rulemaking capacity is allocated within the Nordic IR systems. We detect both IR system evasion and integration in Denmark and Sweden, with significant variation in causes and mechanisms. We find that IR system integration can be explained by public backlash, pressure from IR system insiders, and gaining first-mover advantages. Our findings shed light on integrative mechanisms of the Nordic IR systems allowing us to identify and discuss future challenges posed by the platform economy. © 2022 The Authors. Regulation & Governance published by John Wiley & Sons Australia, Ltd.

This study is an empirical work about healthcare in the process of transformation. The speciic healthcare concerns foot and leg wound care within the homecare. The theoretical frame of the study relies on the Activity theory applied onto the healthcare workers involved into the wound care of the hard healing leg and foot ulcers. The transformation process involving this activity is seen as the example of the expansive learning and which is part of the activity theory. The method used is known, according to the Engeström (the leading figure within the currunt Activity research) as "etnography of trouble". The focus is on identifying conflicts which take place within the work activity. The purpose of the study was to increase understanding of how the wound care business is performed in home care in light of expansive learning theory. Results show the need for the wound care within the homecare to develop at the subject level as much as the system level. There are two specific developmental areas in concern, the tehnical-instrumental (development of digital assistance) and interaction-communication dmension (development of a new communication channel on vertical level). Both solutions liberate individuals competens. In the question of communication channel connected to the leadership this would create conditions for tehnical solutions to appear quicker.

Problem formulation: The main research questions of this comparative study are as follow: How does the Maculinity Index (MAS), which is similar in both UK and Greece, express itself inside organisations, in terms of culture (norms, values)? How can this help to understand the differences found in the representations of women in both countries?

Purpose: The purpose of why this study was contacted is to describe several MAS expressions in the organisational culture in order to find out how these expressions can help us understand the differences in female representation in both countries (UK and Greece).

Literature: The main literature, upon which the whole study s was based upon, is the Hofstede’s cultural dimensions theory as described in:

1. Hofstede, G. 2014. Cultural Tools: Country Comparison. [Online]. Available at: <http://geert-hofstede.com/countries.html> [Accessed: 13^th January 2015], and

1. Hofstede, G., Hofstede, G. J. & Minkov, M. 2010. Cultures and organizations: Software of the mind. New York, NY: McGraw-Hill.

Numerous literature sources were used throughout this thesis, which can be found in references.

Method: The authors used the case study approach for this research as described in Yin’s “Case Study Research: Design and Methods. 5^th Ed.” (2014). The main methods used for the collection of the empirical findings were documentation, interviews, informal discussions and archival records.

Key findings: The major findings of this research indicated that at Alpha Bank, the male dominated powerful “in- groups”, by framing the recruitment and the selection process, by recruiting mainly male friends and relatives,  reproducing the male dominated culture inside the company. At Tata Steel, the masculine organisational culture was mainly the results of gender role norms associating STEM disciplines and leadership with masculinity. Some women were perceived to violate their femininity when being assertive or holding traditionally male positions. In addition, the “double burden syndrome” was considered to be an important barrier to women’s career advancement in Britain whereas it was not affecting Greek women as much due to the collectivistic characteristics of the Greek societal culture with parents usually helping their daughters and daughters-in-law with baby-sitting and in-house “obligations”.

Regenerative Leadership is a newly emerged leadership approach with a holistic worldview that is aiming to restore, preserve and enhance people, society and environment. It is a purposeful and empathic leadership that focuses on fostering partnerships between people and nature. In this research, we investigated application of this approach in work teams to promote collaboration and strategically contribute to Social Sustainability. By conducting several interviews with Regenerative Leadership practitioners and analyzing them doing qualitative content analysis, we found that Regenerative Leaders build team cultures that shift power and agency to the team as collective, the collaborative processes are centered around self-organization and inclusive decision-making. Building a culture of trust and encouraging learning, the leaders strengthen the adaptive capacities in the small social system of their work teams, thereby contributing to social sustainability. The way the interviewed leaders make decisions, how they choose the people in their team, what they value, how they act in a moment of misunderstanding in their team, what is their attitude towards the collective – all this is not only inspired by RL theory, but by the personal values and in particular by the spiritual convictions of the leaders.Even with the spiritual and personal perspectives of the interviewees, Regenerative Leadership strengthens all adaptive capacities of a work team as a social system. Moreover, this leadership paradigm offers a vision and values as a source of inspiration for the team members to collaborate Therefore, the approaches taken by leaders in this new and emergent field are effective ways to integrate the science-based principles of Social Sustainability into work teams

One clear legacy from the COVID-19 pandemic is the widespread adoption of remote work and flexible work arrangements, especially in tech companies. However, the practicability of remote working has raised a significant debate. The preferences for remote work vary greatly even among the employees of the same company. Individual wishes for remote vs office work can be often found anywhere on the spectrum from fully remote work to fully onsite with the hybrid working options of a varying degree in the middle. The most obvious common denominator in this situation is full flexibility, i.e., letting people decide when they want to work where. However, such one-fits-all strategy does not really fit anybody. Instead, it gives rise to several inherent conflicts of interest. In this position paper, we summarize opinions and experiences about remote work in five fictional personas as collective images based on extensive research: quantitative data, research interviews, and informal discussions with both employees and managers in tech companies, including Spotify, Ericsson, Telenor, Tieto, SONY, and many others. We conclude that increased flexibility at work leads to the conflict of individual interests of increased personal flexibility, team interest of efficient teamwork and corporate interests of preserving efficiency, company culture, and retaining the talents. © 2023, The Author(s), under exclusive license to Springer Nature Switzerland AG.

COVID-19 pandemic has irreversibly changed the attitude towards office presence. While previously remote workers were met with skepticism and distrust, today the same applies to companies prohibiting remote working. Albeit many workspaces are half empty. In this paper, we offer insights into the role of the office, corporate policies and actions regarding remote work in eight companies: Ericsson, Knowit, SpareBank 1 Utvikling, Spotify, Storebrand, Telenor, Company-X, Company-Y, and their sites in Sweden, Norway and the UK. Our findings are twofold. First, we found that companies indeed struggle with office presence and a large share of corporate space (35-67&#x0025;) is underutilized. Second, we found that the main motivator for office presence is Connection and community, followed by Material offerings, Preference and Duty. Finally, we summarize actionable advice to promote onsite work, which is likely to help many other companies to rejuvenate life in their offices. IEEE

After the long period of forced work from home, many knowledge workers have not only developed a strong habit of remote work, but also consider flexibility as their personal right and no longer as a privilege. Existing research suggest that the majority prefers to work two or three days per week from home and are likely to quit or search for a new job if forced to return to full time office work. Given these changes, companies are challenged to alter their work policies and satisfy the employee demands to retain talents. The subsequent decrease in office presence, also calls for transformations in the offices, as the free space opens up opportunities for cutting the rental costs, as well as the other expenses related to office maintenance, amenities, and perks. In this paper, we report our findings from comparing work policies in three Nordic tech and fintech companies and identify the discrepancies in the way the corporate intentions are communicated to the employees. We discuss the need for a more systematic approach to setting the goals behind a revised work policy and aligning the intensions with the company’s actions. Further, we discuss the need to resolve the inherent conflicts of interest between the individual employees (flexibility, individual productivity, and well-being) and the companies (profitability, quality of products and services, employee retention, attractiveness in the job market). © 2024, The Author(s).

In early 2020, the Covid-19 pandemic forced employees in tech companies worldwide to abruptly transition from working in offices to working from their homes. During two years of predominantly working from home, employees and managers alike formed expectations about what post-pandemic working life should look like. Many companies are experimenting with new work policies that balance employee- and manager expectations regarding where, when and how work should be done in the future. In this article, we gather experiences of the new trend of remote working based on the synthesis of 22 company-internal surveys of employee preferences for WFH, and 26 post-pandemic work policies from 17 companies and their sites, covering 12 countries in total. Our results are threefold. First, through the new work policies, all companies formally give employees more flexibility regarding working time and location. Second, there is a great variation in how much flexibility the companies are willing to yield to the employees. The paper details the different formulations that companies adopted to document the extent of permitted WFH, exceptions, relocation permits and the authorisation procedures. Third, we document a change in the psychological contract between employees and managers, where the option of working from home is converted from an exclusive perk that managers could choose to give to the few, to a core privilege that all employees feel they are entitled to. Finally, there are indications that as the companies learn and solicit feedback regarding the efficiency of the chosen strategies, we will see further developments and changes in the work policies concerning how much flexibility to work whenever and from wherever they grant. Through these findings, the paper contributes to a growing literature about the new trends emerging from the pandemic in tech companies and spells out practical implications onwards. © 2022 The Author(s)

Although the forced working from home during the pandemic crisis seem to have ended, many knowledge workers choose to continue working predominantly from home as a partial or permanent practice. Related studies show that employees of companies from various industries, diverse in size and location, prefer to alter working in the office with working at home, coined as hybrid or flexible working arrangements. As a result, offices remain empty, managers are confused, and organizational leaders do not know what to do with the often-expensive rental contracts. In this short paper, we investigate the employee presence in the offices in two software companies and dive deeper into the reasons behind the preferences to work remotely, and practices that help to attract employees back into the offices. The latter are based on the qualitative analysis of interviews and survey responses. Our findings suggest that between the fall of 2021 and the summer of 2022, the offices were half-empty and that, on average, the daily office presence varies between 13–30%. The peaks of office presence in both companies are on Wednesdays, reaching up to 50% during weeks with low virus spread in one company, and in the spring months in 2022 in the other company. The reasons for remote work include behavioral and practical motivations, factors related to office equipment and facilities, and the nature of the work tasks. © 2022, The Author(s), under exclusive license to Springer Nature Switzerland AG.