Browsing by Author "Tullock, Emil"

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    En fallstudie om den finansiella, strategiska och personliga inverkan på SKF:s investeringsbeslut
    (2021-11-08) Tullock, Emil; Recina, Oskar; Fredriksson, William; University of Gothenburg/Department of Business Administration; Göteborgs universitet/Företagsekonomiska institutionen
    Om ett företag ska förbli lönsamt behöver investeringar göras. Företag har begränsade resurser vilket gör att de måste prioritera vilka investeringar de ska ta sig an. För att avgöra vilka investeringar ett bolag ska genomföra, som uppnår bolagets finansiella och strategiska mål, analyseras tillgängliga investeringsmöjligheter. Detta görs med hjälp av olika lönsamhetsmått och marknadsanalyser. Bearbetning, framtagning och tolkning av finansiell och strategisk analys utförs av människor. Därför kan personliga känslor och viljor blandas in i beslut vilket kan leda till att företaget utsätts för principal agent-problemet som innebär att arbetstagare tar beslut baserat på personlig vinning och inte bolagets. Studien analyserar och förklarar finansiella, strategiska och personliga aspekters påverkan på SKF:s investeringsbeslut. Studiens slutsats är att payback period är det som bär störst tyngd av de lönsamhetsmåtten SKF använder. Studien visar även att SKF främst avgör investeringsbeslut på strategiska grunder och att personliga incitaments inblandning i investeringsbeslut undviks med en strukturerad beslutsprocess uppbyggd av olika beslutsled där flera beslutstagare är inblandade i investeringsbesluten.
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    In Pursuit of Ambidexterity The ambidextrous nature of a small enterprise and its implications on NPD - A Case Study
    (2023-07-20) Landén, Emil; Tullock, Emil; University of Gothenburg/Graduate School; Göteborgs universitet/Graduate School
    Innovation is a crucial determinant of success in today’s highly competitive and fast-paced climate. This forces organizations to focus on developing future business solutions while still exploiting their existing resources to stay profitable. One way of doing this is through organizational ambidexterity, which is shortly described as the ability of an organization to balance exploration and exploitation for sustained performance. The theory of ambidexterity mostly concerns large companies with enough resources to separate the organizations into different parts, focusing on existing and future businesses respectively. Moreover, the challenge for small companies, without these resources, is thus how to structure their operations to find other ways to balance exploration and exploitation to reach a certain degree of ambidexterity. A gap in the literature that was discovered was the practical implication of organizational ambidexterity in small organizations and how it influences their new product development (NPD), which is the purpose of this study. Furthermore, the connection to the corporate culture of firms that facilitate ambidextrous working was not adequately researched and was thus included in the aim of the research. To gather an in-depth understanding of the subject, a single case study with a qualitative research strategy was implemented, following an abductive research design. In addition, semi-structured interviews were conducted with managers and engineers to enable different perspectives on the subject. The findings from the interviews were then analyzed in relation to the gathered literature using thematic analysis. The empirical findings indicated that the organization, consistent with existing literature, faces challenges in achieving structural ambidexterity. Consequently, the case organization adopted a temporal approach to ambidexterity, prioritizing the mobilization of its entire staff for the most critical project at hand. Respondents revealed that this approach was driven by the urgent need for cash, but it ultimately yielded limited financial gains due to relying on existing intellectual property (IP) to meet short deadlines.