This quantitative case study is made on a bank in Sweden that has been forced to work from home due to the restrictions followed by the corona pandemic. The research was accomplished on Mars and April 2021 and proceeds from three changing aspects in the organization on working from home which are: coordination, communication, and relations. Two central theories for the study are the contingency theory based on Mintzberg ́s (1983)coordinating mechanisms and structure and Poser ́s study Distance Leadership in International Corporations (2017). The method was done through structured interviews and there were in total 45 respondents participating which contained both leaders and followers. The results showed that there had been a change in all three aspects, the coordination had been more decentralized, the communication was not as frequent as when the employee worked in a common office which had shown effects in both the efficiency, where the followers believed that it had become more efficient, but the leaders thought that it had become less efficient. Misunderstandings in communication had increased according to both followers and leaders. Relations between coworkers showed negative effects on working from home, whilst their relation to their leaders did not change. The leaders did not interpret much change to their employees.

Denna kvantitativa fallstudie är utförd på en svensk storbank som har behövt arbeta hemifrån på grund av restriktioner som varit till följd av coronapademin. Studien omfattar perioden mars och april år 2021 och utgår ifrån tre aspekter i organisationen vid arbete på distans vilka är: samordning, kommunikation och relationer. Metoden för studien var strukturerade intervjuer med totalt 45 respondenter, som både var ledare och medarbetare. Resultaten visade att alla tre aspekter, samordningen hade blivit mer decentraliserad, kommunikationen var inte lika frekvent som so när respondenterna arbetade på ett gemensamt kontor, detta visade effekter i både kommunikationseffektivitet där medarbetare menade att det har blivit mer effektivt men ledarna ansåg att det blivit mindre effektivt. Missförstånd i kommunikationen hade ökat enligt både medarbetare och ledare.  Relationer medarbetare emellan visade ha negativ effekt av distansarbete, medan deras relation till sina chefer inte hade förändrats. Cheferna upplevde inte någon större förändring av relationen till sina anställda.