Minicase Innovation at IKEA Redecorating and renovating have become a popular international pastime. In a world facing persistent terrorist alerts and lagging economies, more and more people are opting to stay home and make their homes safe havens. This phenomenon has contributed tremendously to the success of IKEA, the Swedish home furniture giant. In monetary terms alone, that success is measured by sales for the fiscal year ending in 2016 totaling 28.5 billion euros—that’s a lot of furniture! Much of IKEA’s success can be attributed to its founder, Ingvar Kamprad. Kamprad used graduation money to start IKEA in the small Swedish village where he was born. He started off selling belt buckles, pens, and watches—whatever residents in the small local village of Agunnaryd needed. Eventually Kamprad moved on to selling furniture. One day in 1952, while struggling to fit a large table in a small car, one of Kamprad’s employees came up with the idea that changed the furniture industry forever—he decided to remove the legs. IKEA’s flat-pack and self-assembly methodology was born, and it rocketed the company past the competition. “After that [table] followed a whole series of other self-assembled furniture, and by 1956 the concept was more or less systematized,” writes Kamprad. Kamprad resigned from his role at IKEA in 2013, and for the seventy years he served at IKEA he was dedicated to maintaining the corporate culture he helped define since the company’s founding in 1943. Despite fabulous wealth he continues to be a simple and frugal man—his idea of a luxury vacation is riding his bike. He is fiercely cost conscious and, even though his personal wealth has been estimated in the billions, he refuses to fly first class. He values human interaction above all, and, even though retired, he still visits IKEA stores regularly to keep tabs on what is going on where the business really happens. The culture at IKEA is a culture closely connected with Kamprad’s simple Swedish farm roots. It is a culture that strives “to create a better everyday for the many people.” IKEA supports this culture by · Hiring co-workers (IKEA prefers the word co-workers to employees) who are supportive and work well in teams · Expecting co-workers to look for innovative, better ways of doing things in every aspect of their work · Respecting co-workers and their views · Establishing mutual objectives and working tirelessly to realize them · Making cost consciousness part of everything they do from improving processes for production to purchasing wisely to traveling cost-effectively · Avoiding complicated solutions—simplicity is a strong part of the IKEA culture · Leading by example, so IKEA leaders are expected to pitch in when needed and to create a good working environment · Believing that a diverse workforce strengthens the company overall 542 What is it like to work at IKEA? Here’s how some IKEA employees describe the experience: · “It’s about moving; we don’t need to run fast ...

1. Minicase
Innovation at IKEA
Redecorating and renovating have become a popular
international pastime. In a world facing persistent terrorist
alerts and lagging economies, more and more people are opting
to stay home and make their homes safe havens. This
phenomenon has contributed tremendously to the success of
IKEA, the Swedish home furniture giant. In monetary terms
alone, that success is measured by sales for the fiscal year
ending in 2016 totaling 28.5 billion euros—that’s a lot of
furniture!
Much of IKEA’s success can be attributed to its founder, Ingvar
Kamprad. Kamprad used graduation money to start IKEA in the
small Swedish village where he was born. He started off selling
belt buckles, pens, and watches—whatever residents in the
small local village of Agunnaryd needed. Eventually Kamprad
moved on to selling furniture. One day in 1952, while
struggling to fit a large table in a small car, one of Kamprad’s
employees came up with the idea that changed the furniture
industry forever—he decided to remove the legs. IKEA’s flat-
pack and self-assembly methodology was born, and it rocketed
the company past the competition. “After that [table] followed a
whole series of other self-assembled furniture, and by 1956 the
concept was more or less systematized,” writes Kamprad.
Kamprad resigned from his role at IKEA in 2013, and for the
seventy years he served at IKEA he was dedicated to
maintaining the corporate culture he helped define since the
company’s founding in 1943. Despite fabulous wealth he
continues to be a simple and frugal man—his idea of a luxury
vacation is riding his bike. He is fiercely cost conscious and,
even though his personal wealth has been estimated in the
billions, he refuses to fly first class. He values human
interaction above all, and, even though retired, he still visits
IKEA stores regularly to keep tabs on what is going on where

2. the business really happens.
The culture at IKEA is a culture closely connected with
Kamprad’s simple Swedish farm roots. It is a culture that strives
“to create a better everyday for the many people.” IKEA
supports this culture by
· Hiring co-workers (IKEA prefers the word co-
workers to employees) who are supportive and work well in
teams
· Expecting co-workers to look for innovative, better ways of
doing things in every aspect of their work
· Respecting co-workers and their views
· Establishing mutual objectives and working tirelessly to
realize them
· Making cost consciousness part of everything they do from
improving processes for production to purchasing wisely to
traveling cost-effectively
· Avoiding complicated solutions—simplicity is a strong part of
the IKEA culture
· Leading by example, so IKEA leaders are expected to pitch in
when needed and to create a good working environment
· Believing that a diverse workforce strengthens the company
overall
542
What is it like to work at IKEA? Here’s how some IKEA
employees describe the experience:
· “It’s about moving; we don’t need to run faster but to find
better ways; smarter ways to do it.”
· “If you want to be a superstar or one-man show, this isn’t the
place to come and do that.”
· “This isn’t a place to work for the faint-at-heart.”
· “You need to be down to earth and know why you want to
make a career within IKEA.”
Does that sound like an organization you’d like to be part of?
The IKEA culture is one that resonates for many. The buildings
are easy to identify—the giant blue and gold warehouses that
resemble oversized Swedish flags are hard to miss. Millions of

3. customers browse through the Klippan sofas and Palbo
footstools (Nordic names are given to all IKEA products) in the
stark, dimly lit warehouses. The surroundings may not be lavish
and the service may be minimal, but customers keep going back
not just for the bargains but to experience the IKEA culture as
well.
1. Which type (or types) of organizational culture do you think
are dominant at IKEA?
2. Consider Schein’s four key organizational culture factors as
described in Highlight 13.6. What examples can you identify
within the IKEA organization that contribute to the company’s
strong corporate culture?
3. Do you think IKEA’s distinctive culture will continue to be a
competitive advantage in the years to come? If so, what do you
think are ways it can be sustained and reinforced?
Sources:http://archive.cinweekly.com/content/2004/03/24/0324t
ravelikea.asp; http://www.azcentral.com/home/design/articles/0
812ikea12.html; http://strategis.ic.gc.ca/epic/internet/inimr-
ri.nsf/en/gr-
76894e.html; http://www.geocities.com/TimesSquare/1848/ikea.
html; http://www.sustainability.com/news/press-room/JE-teflon-
shield-
Mar01.asp?popup=1; http://www.benefitnews.com/retire/detail.c
fm?id=345; https://www.tutor2u.net/business/blog/would-you-
fit-into-the-organisational-culture-at-ikea
Minicase
Innovation at IKEA
Redecorating and renovating have become a popular
international pastime. In a world
facing persistent terrorist alerts and laggi
ng economies, more and more people are
opting to stay home and make their homes safe havens. This

4. phenomenon has
contributed tremendously to the success of IKEA, the Swedish
home furniture giant. In
monetary terms alone, that success is measured by sales f
or the fiscal year ending in
2016 totaling 28.5 billion euros
—
that’s a lot of furniture!
Much of IKEA’s success can be attributed to its founder, Ingvar
Kamprad. Kamprad
used graduation money to start IKEA in the small Swedish
village where he was born.
He
started off selling belt buckles, pens, and watches
—
whatever residents in the small
local village of Agunnaryd needed. Eventuall y Kamprad moved
on to selling furniture.
One day in 1952, while struggling to fit a large table in a small
car, one of Kamprad’
s
employees came up with the idea that changed the furniture
industry forever
—
he
decided to remove the legs. IKEA’s flat
-
pack and self
-
assembly methodology was born,
and it rocketed the company past the competition. “After that
[table] followed a whole
ser
ies of other self

5. -
assembled furniture, and by 1956 the concept was more or less
systematized,” writes Kamprad.
Kamprad resigned from his role at IKEA in 2013, and for the
seventy years he served
at IKEA he was dedicated to maintaining the corporate culture
he helped define since
the company’s founding in 1943. Despite fabulous wealth he
continues to be a simple
and frugal man
—
his idea of a luxury vacation is riding his bike. He is fiercely
cost
conscious and, even though his personal wealth has been estimat
ed in the billions, he
refuses to fly first class. He values human interaction above all,
and, even though
retired, he still visits IKEA stores regularly to keep tabs on
what is going on where the
business really happens.
The culture at IKEA is a culture c
losely connected with Kamprad’s simple Swedish
farm roots. It is a culture that strives “to create a better
everyday for the many people.”
IKEA supports this culture by
·
Hiring co
-
workers (IKEA prefers the word
co

6. -
workers
to
employees
) who are
supportive and work well in teams
·
Expecting co
-
workers to look for innovative, better ways of doing things in
every
aspect of their work
·
Respecting co
-
workers and their views
·
Establishing mutual objectives and working tirelessly to r
ealize them
·
Making cost consciousness part of everything they do from
improving processes
for production to purchasing wisely to traveling cost
-
effectively

7. ·
Avoiding complicated solutions
—
simplicity is a strong part of the IKEA culture
Minicase
Innovation at IKEA
Redecorating and renovating have become a popular
international pastime. In a world
facing persistent terrorist alerts and lagging economies, more
and more people are
opting to stay home and make their homes safe havens. This
phenomenon has
contributed tremendously to the success of IKEA, the Swedish
home furniture giant. In
monetary terms alone, that success is measured by sales for the
fiscal year ending in
2016 totaling 28.5 billion euros—that’s a lot of furniture!
Much of IKEA’s success can be attributed to its founder, Ingvar
Kamprad. Kamprad
used graduation money to start IKEA in the small Swedish
village where he was born.
He started off selling belt buckles, pens, and watches—whatever
residents in the small
local village of Agunnaryd needed. Eventually Kamprad moved
on to selling furniture.
One day in 1952, while struggling to fit a large table in a small
car, one of Kamprad’s
employees came up with the idea that changed the furniture
industry forever—he
decided to remove the legs. IKEA’s flat-pack and self-assembly
methodology was born,
and it rocketed the company past the competition. “After that
[table] followed a whole
series of other self-assembled furniture, and by 1956 the

8. concept was more or less
systematized,” writes Kamprad.
Kamprad resigned from his role at IKEA in 2013, and for the
seventy years he served
at IKEA he was dedicated to maintaining the corporate culture
he helped define since
the company’s founding in 1943. Despite fabulous wealth he
continues to be a simple
and frugal man—his idea of a luxury vacation is riding his bike.
He is fiercely cost
conscious and, even though his personal wealth has been
estimated in the billions, he
refuses to fly first class. He values human interaction above all,
and, even though
retired, he still visits IKEA stores regularly to keep tabs on
what is going on where the
business really happens.
The culture at IKEA is a culture closely connected with
Kamprad’s simple Swedish
farm roots. It is a culture that strives “to create a better
everyday for the many people.”
IKEA supports this culture by
-workers (IKEA prefers the word co-workers to
employees) who are
supportive and work well in teams
-workers to look for innovative, better ways of
doing things in every
aspect of their work
-workers and their views
lishing mutual objectives and working tirelessly to
realize them
improving processes
for production to purchasing wisely to traveling cost-effectively
—simplicity is a strong part
of the IKEA culture

9. Discussion: Psychosocial Theory and Diverse Groups
There will be times when a social worker is presented with a
case where they are not familiar with the surrounding
psychosocial issues. Because social workers are on a continual
journey in learning, it is important to read pertinent literature.
This Discussion provides an opportunity to visit Walden Library
and strengthen your skills in identifying and locating an
empirical research article.
To prepare:
· Select one of these three groups: (1) an immigrant individual
from a racial or ethnic minority group, (2) a gay, lesbian,
bisexual, or transgender (LGBT) individual, OR (3) an
individual who is physically disabled.
· Then conduct a library search for an empirical study focused
on one of the groups above and the unique psychosocial factors
or issues a social worker should be aware of when working with
that group.
Post:
· Post the APA-style reference for the article you found in the
library.
· Describe four specific psychosocial factors that should be
taken into account in order to understand the psychosocial
context when working with the group you selected. (Two of
these factors should be psychologically related and two of these
factors should be socially related).
· Identify and explain a psychosocial intervention that addresses
one of the four specific psychosocial factors you described
above.
· Identify 1 to 2 outcomes you might measure if you were to
evaluate the effectiveness of the intervention.
· Evaluate one advantage of using a psychosocial framework in
social work practice with the group you chose.

10. Turner, F. J. (Ed.). (2017). Social work treatment: Interlocking
theoretical approaches (6th ed.). New York, NY: Oxford
University Press.
Chapter 26: The Psychosocial Framework of Social Work
Practice (pp. 411–419)
Chapter 30: Role Theory and Concepts Applied to Personal and
Social Change in Social Work (pp. 452–470)
Blakely, T. J., & Dziadosz, G. M. (2008). Case management and
social role theory as partners in service delivery. Care
Management Journals, 9(3), 106–112. doi:10.1891/1521-
0987.9.3.106
Note: You will access this article from the Walden Library
databases.
Dulin, A. M. (2007). A lesson on social role theory: an example
of human behavior in the social environment theory. Advances
in Social Work, 8(1), 104–112. Retrieved from
https://advancesinsocialwork.iupui.edu/index.php/advancesinsoc
ialwork/article/view/134
Document: Worksheet: Dissecting a Theory and Its Application
to a Case Study (Word document)
Walden Library. (n.d.-a). Library webinar archives: Webinars
on library skills. Retrieved December 8, 2017, from
http://academicguides.waldenu.edu/library/webinararchives/libr
aryskillswebinarsBrowse this site to view webinars that
introduce you to the Walden Library, including “Introduction to
the Library” and “Search Strategies for New Students”
Walden Library. (n.d.-b). Searching and finding information in
the library databases: Overview. Retrieved December 8, 2017,
from
http://academicguides.waldenu.edu/libr ary/searchingfinding
Walden University: Academic Skills Center. (n.d.-a). Microsoft
PowerPoint resources: Quick guide. Retrieved December 8,
2017, from
http://academicguides.waldenu.edu/ASC/software/PPT/quickgui

11. deUse this resource to learn skills for creating your PowerPoint
presentation.
Document:Theory Into Practice: Four Social Work Case Studies
(PDF)
Document: Guide for Creating and Uploading a PowerPoint
Presentation (PDF)
Required Media
Laureate Education. (2017a). Theories knowledge check, part
1 [Interactive media]. Baltimore, MD: Author.
Document:Theories Knowledge Check, Part 1 Transcript (PDF)
Optional Resources
Healy, K. (2016). After the biomedical technology revolution:
Where to now for a bio-psycho-social approach to social
work? British Journal of Social Work, 46(5), 1446–1462.
https://doi.org/10.1093/bjsw/bcv051