Developing and maintaining infrastructure services for libraries, archives and museums

Esitys Dries Moreelsin tapaamisessa (Ghent University Library) 15.–16.10. 2014, Vallila Helsinki. /Performance at visit of Dries Moreels Ghent University Library oct 15th- oct 16th 2014, Vallila Helsinki.

Pursuit of change versus organizational inertia: a study on strategic renewal in the Finnish broadcasting company

This doctoral dissertation explores the intra-organizational dynamics of a strategic renewal process. The main research question is how the pursuit of change and organizational inertia co-exist, intertwine, and collide in organizational cognition and capabilities during the strategic renewal. It is a comprehensive study on how organizational capabilities, organizational cognition, and structure enhance and inhibit change. Theoretically, the study is positioned in the modern tradition of strategy research, using the dynamic capability view and the organizational and managerial cognition research tradition as the main theoretical frames. Empirically, the study is a longitudinal case study of the Finnish Broadcasting Company (Yle), following the organizational changes during the years of 2011-1014. The analysis is based on both quantitative and qualitative data, which was collected during the research process using surveys, interviews, and archives. The main theoretical contribution is the application of the two theoretical approaches in one study. Empirically, the study contributes to operationalization of the concepts related to the dynamic capability view and organizational cognition, in a media context that is going through drastic changes due to digitalization. Furthermore, the case of a public broadcasting company extends the application of the theoretical concepts to the context of public management. The results suggest that renewal is a complex process, in which an organization’s perceptions intertwine with the strategic actions and decision-making. The change evolves pathdependently: the past experiences, routines, and organizational structures tend to dictate the future visions, desires, and actions. The study also reveals how the public nature of an organization adds to the tensions between change and organizational inertia, and hampers the decision-making. The doctoral dissertation consists of six research papers, each of which explores the phenomenon under study from a different perspective.

The nature and role of trust in temporary virtual problem-solving teams

The objective of this study is to increase understanding of the nature and role of trust in temporary virtual problem-solving teams engaged in real-life co-creation activities, while much of previous research has been conducted in student settings. The different forms and bases of trust, possible trust barriers and trust building actions, and perceived role of trust in knowledge sharing and collaboration are analyzed. The study is conducted as a qualitative case study in case company. Data includes interviews from 24 people: 13 from 3 different project teams that were going on during the study, 8 from already finalized project teams, and 3 founders of case company. Additional data consists of communication archives from three current teams. The results indicate that there were both knowledge-based and swift trust present, former being based on work-related personal experiences about leaders or other team members, and latter especially on references, disposition to trust and institution-based factors such as norms and rules, as well as leader and expert action. The findings suggest that possible barriers of trust might be related to lack of adaptation to virtual work, unclear roles and safety issues, and nature of virtual communication. Actions that could be applied to enhance trust are for example active behavior in discussions, work-related introductions communicating competence, managerial actions and face-to-face interaction. Finally, results also suggest that trust has a focal role as an enabler of action and knowledge sharing, and coordinator of effective collaboration and performance in temporary virtual problem-solving teams.

Khrushchev's Beau Geste: the Return of Porkkala and its Global Significance

The return of the Porkkala naval base, which was leased to the Soviet Union at the end of World War II was unexpectedly returned in early 1956, 42 years before the USSR's lease on the area was to expire. There is no commonly accepted reason, and therefore the purpose of this work is to study the possible motives behind the return of Porkkala. These seem to have been reflected in the new foreign policy after the death of Stalin, which went far beyond returning Porkkala to Finland. The Soviet Union's courting of the non-aligned powers during this time, into which category Finland was assigned, also seems to be more than coincidence. However, the greater events of 1956, and the fact that Porkkala is remembered almost exclusively in Finland may have conspired to trap the events around Porkkala into the smaller narrative of Finnish-Soviet relations and the rise of Kekkonen to the presidency, due in no small part to his presence in negotiating the return of Porkkala. However this does not negate the message that Porkkala was intended to broadcast the USSR's new approach to neutrality. Through primary and secondary sources, gleaned from archives in Finland, memoirs of people involved, and historical literature, this thesis hopes to broaden the view that Porkkala's main and only significance lay in the changes it brought to Finnish-Soviet relations.