Voimalaitosalan koulutusaineiston kehittäminen ja tuottaminen

Henkilökunnan korkea ammattitaito on avainasemassa voimalaitosalalla. Kuten monella muullakin teollisuusalalla, henkilöstön osaamisessa on tärkeä sija niin sanotulla hiljaisella tiedolla, jota kartutetaan työssä oppimalla. Tämän diplomityön ensimmäinen päämäärä oli kehittää menetelmä hiljaisen tiedon keräämiseksi voimalaitoksilla. Toinen päämäärä oli jatkaa Pohjolan Voiman vuosituhannen alussa aloittamaa projektia voimalaitosalan koulutusaineiston tuottamisen ja kehittämisen parissa. Diplomityössä kartoitettiin tilannetta voimalaitoksilla haastatteluin, lisäksi paikan päällä ollessa laadittiin listaa materiaalitarpeista, joita voimalaitoksilla on koulutusaineiston suhteen. Päällimmäisenä tavoitteena oli luoda tulevaisuutta varten mahdollisimman selvät suuntaviivat koulutusaineiston jatkokehitystä sekä hiljaisen tiedon keruuta silmälläpitäen.

Managing virtual project teams

The purpose of the Master’s Thesis is to study the best practices to virtual project management from the project manager’ point of view. The best practices are divided according to a five-phase virtual project life cycle model. Each phase include concrete suggestions for actions. Research’s theoretical background is wide because of the broad subject matter. In the theoretical part topics such as virtual working, virtual project management challenges are examined and some concrete actions to tackle these challenges are introduced. Thesis’ approach is constructive, where a known problem is solved piece by piece after creating a pre-understanding of the topic. Existing research work is utilized when creating a model for virtual project team management. The basis of the model comes from various best practices read from literature and from the interviews conducted on experienced virtual project managers in the case organization. As a result the model combines both previous research and the organizations empirical experience. As an output of the thesis a model for virtual project team management is developed, which can be used as a guideline by the virtual project managers in their work. The model includes actions and practices what can be used to overcome the challenges of virtual project management.

Implementointimetodologia ja projektinhallinta menestyksekkään konsultointitoiminnan tekijöinä Case: ADVOCORP OY

Työn teettäjä yrityksen ADVOCORP Oy:n tavoitteena oli löytää ja nimetä näkökulmia, joihin sen toiminnankehityssuunnitelmassa olisi osattava ottaa kantaa. Suurin osa kuluista syntyy projektityöstä. Pienessä (noin 10 henkilön) yrityksessä korostuu oikeisiin asioihin keskittyminen. Tässä työssä tarkastellaan käytössä olevan projektimetodologian sopivuutta nykyisiin asiakasprojekteihin. Lisäksi laadullisen projektin- ja tiedonhallinnan kautta pyritään tunnistamaan ja nimeämään toiminnankehityskohteita. Tuloksena esitetään ohjeellinen lausunto kehityssuunnitelman tekemiseksi yrityksessä. ADVOCORP Oy:n projektimetodologia perustuu Adaytumin julkaisemaan Planning-projektien läpivientiin suunniteltuun implementointimetodologiaan. Projektimetodologian tarkoitus on tarjota etukäteen suunniteltu malli toimitusprosessien systemaattiseksi läpiviemiseksi. Konsultoinnin ollessa yrityksen toimiala, työssä lähdetään liikkeelle tekijöiden tarkastelusta, joihin onnistunut konsultointityö perustuu. Projektimetodologian kehittämisen ohella työssä tarkennetaan nykyisen metodologiamallin sisältökuvausta ja eri projektivaiheissa toimitettavia asioita.

Enhancing Customer Knowledge and Its Sharing At a Paper Production Line

This study has been made for specific paper production line at an international forest industry company in Finland. The main purpose for the study was a need to examine the current situation of the customer knowledge and its’ sharing at case production line, recognize the problems in it and finally, find out the improvement actions. The study is composed of theoretical and empirical parts. In theoretical part, knowledge management and information sharing in addition to customer knowledge management are presented. Empirical data from case production line was collected by using survey questionnaires. The results are analyzed in discussion and conclusions and finally, study ends with summary which includes recommendations. Based on the study, the amount and quality of customer knowledge and gaining and transferring the customer knowledge were found as the main challenges. The proposed solutions were discovered from moving towards more dynamic operating environment and in the area of customer knowledge management, especially from the communities of creation.

Web 2.0 technology assisted global knowledge network as an organizations key asset

Aim of the Thesis is to study and understand the theoretical concept of Metanational corporation and understand how the Web 2.0 technologies can be used to support the theory. Empiric part of the study compares the theory to the case company’s current situation Goal of theoretical framework is to show how the Web 2.0 technologies can be used in the three levels of the Metanational corporation. In order to do this, knowledge management and more accurately knowledge transferring is studied to understand what is needed from the Web 2.0 technologies in the different functions and operations of the Metanational corporation. Final synthesis of the theoretical framework is to present a model where the Web 2.0 technologies are placed on the levels of the Metanational corporation. Empirical part of the study is based on interviews made in the case company. Aim of the interviews is to understand the current state of the company related to the theoretical framework. Based on the interviews, the differences between the theoretical concept and the case company are presented and studied. Finally the study presents the found problem areas, and where the adoption of the Web 2.0 tools is seen as beneficiary, based on the interviews and theoretical framework.

Cultural aspects of globalizing university-industry knowledge interaction in China

Previous studies of the local involvement of multinational corporation (MNC) subsidiaries focus on host-country firms and local business partners such as suppliers and customers. The role of host-country universities in the same context of innovation networks is neglected. Furthermore, there are many organizational culture- and knowledge-related differences between universities and companies, and this is likely to pose additional challenges for successful collaboration. Early university-industry (U-I) studies have primarily been limited within a national boundary, being concerned with a single level of culture (i.e., at an organizational level) and one-way knowledge transfer from university to industry. Research on more dynamic knowledge interaction in multinational settings is lacking. This is particularly true in the business context of China. In today’s globalizing and rapidly changing organizations, addressing cultural differences and clashes is an everyday reality, and inter-cultural U-I collaboration is becoming a key asset for gaining global competitiveness. This study deals with Finnish MNC subsidiaries’ research collaboration with Chinese universities. It aims to explore the essence of such U-I collaboration and knowledge interaction, uncovering the deep functioning mechanisms of culture underlying effective collaborative knowledge creation and innovation. The study reviews critically different bodies of literature including knowledge management theories and studies, U-I collaboration and knowledge interaction, and cross-cultural research in terms of organizational knowledge generation and utilization. It adopts a case study strategy with qualitative research methods, and data is collected through in-depth interviews and participant observation. The study presents the following major findings: 1. In the light of a comprehensive analysis of U-I collaboration, an effective matching strategy is proposed, in the assumption that good alignment of knowledge interaction strategies and approaches with their corresponding knowledge type, capability development and research task may greatly enhance the effectiveness of cross-cultural U-I collaboration and knowledge interaction. 2. It is proposed that in the Chinese MNC context more dynamic types of knowledge interaction like knowledge co-creation should be of key concern particularly when dealing simultaneously with multi-disciplinary applied research of human factors and technologies. U-I knowledge interaction, otherwise, pays attention only to the study of one-way technology and knowledge transfer. 3. It is posited that the influence of culture on collaborative knowledge interaction can be studied in a valuable way when knowledge-related variables are simultaneously taken into account. A systematic analysis of the role of knowledge in cross-cultural knowledge interaction could best be approached from multi-aspects of knowledge including not only nature, characteristics and types of knowledge but also the process of knowledge (e.g., intensifications of knowledge interaction). 4. The study demonstrates the significant role of aspects of the host-country culture (e.g., Chinese guanxi) in U-I collaboration and knowledge interaction. This is evident, for instance, in issues related to interpersonal relationships and trust, true interest and the relatedness of the research, mutual commitment and learning, communication intensity and interaction, and awareness of cultural and knowledge-related differences between collaboration partners. Theoretical and practical implications of the findings are suggested and discussed.

External knowledge transfer mechanisms in service business acquisition

In knowledge-intensive economy an effective knowledge transfer is a part of the firm’s strategy to achieve a competitive advantage in the market. Knowledge transfer related to a variety of mechanisms depends on the nature of knowledge and context. The topic is, however, very little empirical studied and there is a research gap in scientific literature. This study examined and analyzed external knowledge transfer mechanisms in service business and especially in the context of acquisitions. The aim was to find out what kind of mechanisms was used when the buyer began to transfer data e.g. their own agendas and practices to the purchased units. Another major research goal was to identify the critical factors which contributed to knowledge transfer through different mechanisms. The study was conducted as a multiple-case study in a consultative service business company, in its four business units acquired by acquisition, in various parts of the country. The empirical part of the study was carried out as focus group interviews in each unit, and the data were analyzed using qualitative methods. The main findings of this study were firstly the nine different knowledge transfer mechanisms in service business acquisition: acquisition management team as an initiator, unit manager as a translator, formal training, self-directed learning, rooming-in, IT systems implementation, customer relationship management, codified database and ecommunication. The used mechanisms brought up several aspects as giving the face to changing, security of receiving right knowledge and correctly interpreted we-ness atmosphere, and orientation to use more consultative touch with customers. The study pointed out seven critical factors contributed to different mechanisms: absorption, motivation, organizational learning, social interaction, trust, interpretation and time resource. The two last mentioned were new findings compared to previous studies. Each of the mechanisms and the related critical factors contributed in different ways to the activity in different units after the acquisition. The role of knowledge management strategy was the most significant managerial contribution of the study. Phenomenon is not recognized enough although it is strongly linked in knowledge based companies. The recognition would help to develop a better understanding of the business through acquisitions, especially in situations such as where two different knowledge strategies combines in new common company.

Tieto ja tietämyksenhallinta projektiympäristössä

Tämän tutkimuksen tavoitteena oli selvittää millaista tietoa sisältyy projektiympäristöön, sekä miten tietoa ja tietämystä projektiympäristössä voidaan hallita. Tutkimuksessa tarkasteltiin myös erilaisia tietämyksenhallinnan työkaluja, sekä tekijöitä jotka vaikuttavat tiedon- ja tietämyksenhallinnan onnistumiseen projektiympäristössä. Tutkimus oli tyypiltään kirjallisuustutkimus. Tutkimuksen tuloksia pyrittiin täydentämään kolmen case-esimerkin avulla, jotka oli poimittu kirjallisuudesta. Projektit sisältävät sekä dokumentoitua että inhimillistä tietoa. Tutkimus osoitti dokumentoinnin keskeisen merkityksen projektiympäristön tiedon- ja tietämyksenhallinnassa. Useat projektiympäristön tiedonhallinnan ongelmakohdat liittyvät tiedon luomiseen, oppimiseen ja jakamiseen. Tiedon- ja tietämyksenhallinnan työkalujen valintaan vaikuttavat mm. työympäristö, tiedon luonne ja projektiorganisaatio. Työkaluja ovat esimerkiksi sähköposti, videoneuvottelu, intranet ja tietokannat.

Knowledge Sharing between Generations in an Organisation - Retention of the Old or Building the New?

The study explores knowledge transfer between retiring employees and their successors in expert work. My aim is to ascertain whether there is knowledge development or building new knowledge related to this organisational knowledge transfer between generations; in other words, is the transfer of knowledge from experienced, retiring employees to their successors merely retention of the existing organisational knowledge by distributing it from one individual to another or does this transfer lead to building new and meaningful organisational knowledge. I call knowledge transfer between generations and the possibly related knowledge building in this study knowledge sharing between generations. The study examines the organisation and knowledge management from a knowledge-based and constructionist view. From this standpoint, I see knowledge transfer as an interactive process, and the exploration is based on how the people involved in this process understand and experience the phenomenon studied. The research method is organisational ethnography. I conducted the analysis of data using thematic analysis and the articulation method, which has not been used before in organisational knowledge studies. The primary empirical data consists of theme interviews with twelve employees involved in knowledge transfer in the organisation being studied and five follow-up theme interviews. Six of the interviewees are expert duty employees due to retire shortly, and six are their successors. All those participating in the follow-up interviews are successors of those soon to retire from their expert responsibilities. The organisation in the study is a medium-sized Finnish firm, which designs and manufactures electrical equipment and systems for the global market. The results of the study show that expert work-related knowledge transfer between generations can mean knowledge building which produces new, meaningful knowledge for the organisation. This knowledge is distributed in the organisation to all those that find it useful in increasing the efficiency and competitiveness of the whole organisation. The transfer and building of knowledge together create an act of knowledge sharing between generations where the building of knowledge presupposes transfer. Knowledge sharing proceeds between the expert and the novice through eight phases. During the phases of knowledge transfer the expert guides the novice to absorb the knowledge to be transferred. With the expert’s help the novice gradually comes to understand the knowledge and in the end he or she is capable of using it in his or her work. During the phases of knowledge building the expert helps the novice to further develop the knowledge being transferred so that it becomes new, useful knowledge for the organisation. After that the novice takes the built knowledge to use in his or her work. Based on the results of the study, knowledge sharing between generations takes place in interaction and ends when knowledge is taken to use. The results I obtained in the interviews by the articulation method show that knowledge sharing between generations is shaped by the novices’ conceptions of their own work goals, knowledge needs and duties. These are not only based on the official definition of the work, but also how the novices find their work or how they prioritise the given objectives and responsibilities. The study shows that the novices see their work primarily as maintenance or development. Those primarily involved in maintenance duties do not necessarily need knowledge defined as transferred between generations. Therefore, they do not necessarily transfer knowledge with their assigned experts, even though this can happen in favourable circumstances. They do not build knowledge because their view of their work goals and duties does not require the building of new knowledge. Those primarily involved in development duties, however, do need knowledge available from their assigned experts. Therefore, regardless of circumstances they transfer knowledge with their assigned experts and also build knowledge because their work goals and duties create a basis for building new knowledge. The literature on knowledge transfer between generations has focused on describing either the knowledge being transferred or the means by which it is transferred. Based on the results of this study, however, knowledge sharing between generations, that is, transfer and building is determined by how the novice considers his or her own knowledge needs and work practices. This is why studies on knowledge sharing between generations and its implementation should be based not only on the knowledge content and how it is shared, but also on the context of the work in which the novice interprets and shares knowledge. The existing literature has not considered the possibility that knowledge transfer between generations may mean building knowledge. The results of this study, however, show that this is possible. In knowledge building, the expert’s existing organisational knowledge is combined with the new knowledge that the novice brings to the organisation. In their interaction this combination of the expert’s “old” and the novice’s “new” knowledge becomes new, meaningful organisational knowledge. Previous studies show that knowledge development between the members of an organisation is the prerequisite for organisational renewal which in turn is essential for improved competitiveness. Against this background, knowledge building enables organisational renewal and thus enhances competitiveness. Hence, when knowledge transfer between generations is followed by knowledge building, the organisation kills two birds with one stone. In knowledge transfer the organisation retains the existing knowledge and thus maintains its competitiveness. In knowledge building the organisation developsnew knowledge and thus improves its competitiveness.

Asiakasräätälöidyn tuotteen vaihtoprojektin kehittäminen palvelutuotannossa

Työ on tehty Lindström Oy:lle tavoitteena löytää tuotevaihtoprojektien kulminaatiopisteet, joissa prosessin sujuvuutta, tiedonhallintaa ja toimintamalleja voitaisiin kehittää. Tavoitteena oli hyödyntää teoriatiedon ja empiirisen tutkimuksen tietämys toimintamalleiksi asiakasräätälöityjen tuotteiden vaihtoprojektissa. Tarkoituksena on ollut huomioida elinkaarihallinta osana tuotekehitystä sekä tuotetiedon hallinta ja sen ohjaava vaikutus projektin eri vaiheissa. Asiakaslähtöisyys ja elinkaarihallinta sekä tietojohtaminen ovat olleet tutkimuksen näkökulmina. Työssä yhdistettiin teorian pohjustama tuotetieto, tuotekehityksen prosessit sekä projektihallinta empiirisen tutkimustuloksen luomiksi kehittämisehdotuksiksi. Tuotevaihtoprojekteihin luotiin kaksi toimintamallia, joissa hyödynnetään tiedon kerääntymistä tietojärjestelmiin. Tuloksissa elinkaarihallinta ehdotetaan linkitettäväksi osaksi tuotekehitysprosessia, jolloin asiakkaan saama arvon lisäys on suoraan taloudellisestikin mitattavissa. Lisäksi työn tuloksena ehdotetaan, että tuotekehityksen systemaattista tiedon keruuta alkuvaiheessaan kehitetään sekä asiakkaan tarvetiedon tarkempaa ja määritellympää tiedon kirjaamista lisätään, tietojärjestelmien suomin mahdollisuuksin.

Formal and informal mechanisms for knowledge protection and sharing

The most important knowledge in firms is mostly tacit and embedded in individuals within the organization. This background knowledge that firms possess is used for creation of new knowledge and innovations. As firms today greatly concentrate on their core competencies, they need external knowledge from various collaboration partners. Thus, collaborative relationship governance, as well as control (use of appropriability mechanisms) over background (the input from each firm in innovative activities) and foreground knowledge (the output of collaboration activities) is needed in order to successfully create and capture value from innovative activities without losing core knowledge and competitiveness. Even though research has concentrated on knowledge protection and knowledge sharing, studies that combine both of these views and examine the effects of sharing and protection on value creation and capture have been rather limited. Studies have mainly focused on the protection of the output of innovation while forgetting the protection of the input of innovation. On the other hand, as the research concentrating on the output of innovation tends to favor formal mechanisms, informal mechanisms have remained more unknown to researchers as well as managers. This research aims to combine the perspectives of knowledge sharing and knowledge protection and their relationship with value creation and value capture. The sharing and protection are viewed from two points of view: the use of appropriability mechanisms, as well as governance of the collaborative relationship. The study consists of two parts. The first part introduces the research topic and discusses the overall results. The second part comprises six complementary research publications. Both qualitative and quantitative research methods are used in the study. In terms of results, the findings enhance understanding of the combined use of formal and informal mechanisms for knowledge protection and sharing. Informal mechanisms appear to be emphasized in the protection of background knowledge, and thus are prerequisites for innovation, whereas formal mechanisms are relied on more for protecting the results of innovative activities. However, the simultaneous use of the formal and informal mechanisms that are relevant to the particular industry and innovation context is recommendedthroughout the collaborative innovation process. Further, the study adds to the current knowledge on HRM as an appropriability mechanism: on the firm level its uses include assessing and hedging against employee-related risks such as knowledge leaking and knowledge leaving. A further contribution is to the research on HRM protection and its interrelations with other appropriability mechanisms, its constituents, and its potential use in the area of knowledge protection.

The influence of strategic entrepreneurship on firm performance

In the study the recently developed concept of strategic entrepreneurship was addressed with the aim to investigate the underlying factors and components constituting the concept and their influence on firm performance. As the result of analysis of existing literature and empirical studies the model of strategic entrepreneurship for the current study is developed with the emphasis on exploration and exploitation parts of the concept. The research model is tested on the data collected in the project ―Factors of growth and success of entrepreneurial firms in Russia‖ by Center for Entrepreneurship of GSOM in 2007 containing answers of owners and managers of 500 firms operating in St. Petersburg and Moscow. Multiple regression analysis showed that exploration and exploitation presented by entrepreneurial values, investments in internal resources, knowledge management and developmental changes are significant factors constituting strategic entrepreneurship and having positive relation to firm performance. The theoretical contribution of the work is linked to development and testing of the model of strategic entrepreneurship. The results can be implemented in management practices of companies willing to engage in strategic entrepreneurship and increase their firm performance.

Pk-yrityksen polku systemaattiseen tuote- ja elinkaaritiedon hallintaan

Tutkimus on tehty Tekesin DTP-ohjelman Sinfonet-tutkimusprojektin puitteissa aikavälillä 2009-2011. Työssä on laadittu kokonaisvaltainen tuote- ja elinkaaritiedon hallinnan (eng. Product Lifecycle Management, PLM) tiekartta ja kehityssuunnitelma pienelle engineering-yritykselle. Työ käsittelee asiakkaan erikoisvaatimusten mukaan räätälöitävän tuotteen tuote- ja elinkaaritiedon hallinnan systematisointia pk-yrityksessä. Vaikka PLM-tiekartta on laadittu yksittäiselle yritykselle, sitä voidaan tietyin edellytyksin soveltaa myös toisten pk-yritysten tai engineeringyritysten PLM:n kehittämiseen. Teoriassa tarkastellaan ensinnäkin kohdeyritykseen liittyviä erityispiirteitä, pyritään ymmärtämään engineering–yrityksen ja pk-yrityksen erikoispiirteitä sekä niiden vaikutusta PLM:n kehittämiseen. Toiseksi esitellään PLM:n viittä keskeistä osaaluetta, yksi- ja viisiulotteisten PLM-kypsyysmallien käyttöä yrityksen nykytilan arvioimiseksi sekä rakennetaan engineering-yrityksen kokonaisvaltainen PLM-malli ja kahdeksan askeleen PLM-kehityspolku. PLM-malli jäsentää tiedonhallintaa prosessien kautta ja se koostuu viidestä osaalueesta: strategia identifioi asiakastarpeet sekä määrittelee kuinka tuotteiden ja prosessien avulla asiakastarpeet tyydytetään; prosessit ovat yrityksen toiminnan ydin, joissa tuotemallit ja tuote- ja tietorakenteet kehitetään sekä tuoteyksilöt toimitetaan asiakkaalle; rakenteet pohjautuvat strategiassa valittuun tuote- ja tiedonhallinnan strategiaan ja niiden tehtävänä on tukea ja tehostaa toimintaprosesseja; kulttuuri ja ihmiset muodostavat aineettoman pääoman, jonka vaikutuksesta prosessit toimivat ja tuotteet pystytään toimittamaan asiakkaalle; informaatioteknologia on työkalu, jota käytetään prosesseissa ja tietorakenteiden ylläpidossa, pääosin dokumentoidun tiedon luomiseen, hankitaan, varastoimiseen, jakamiseen ja soveltamiseen. Tapaustutkimuksessa kuvataan kohdeyrityksen nykytilaa PLM:n viidellä keskeisellä osa-alueella, tehdään PLM kypsyysarvio kahdella menetelmällä, määritellään yrityksen tavoitetila ja laaditaan yritykselle ensin alustava PLM roadmap ja lopulta kokonaisvaltaiseen PLM-malliin perustuva PLM roadmap ja PLM:n jatkokehityssuunnitelma.

Challenges in transferring the hydropower control centre

Euroopan sähkömarkkinat ovat viime vuosikymmeninä olleet suurien muutoksien kohteena näiden yhtenäistämisprojektin seurauksena. Fortum, yksi Euroopan johtavista energia-alan yrityksistä valmistautuu tähän muutokseen toteuttamalla omia yrityksen sisäisiä muutoksia, tavoitteenaan yksinkertaistaa organisaatiorakennettaan ja parantaa tehokkuuttaan. Yksi suuri muutos tähän liittyen on vesivoimavalvomojen lokalisaatioprojekti. Vesivoimavalvomojen uudelleenlokalisaation ja vesivoiman käytönvalvojien ikääntymisen myötä nähtiin tarpeelliseksi tehdä tutkimus käytönvalvojien hiljaisesta tiedosta. Näin ollen, tässä diplomityössä perehdyttiin Fortumin vesivoiman käytönvalvojien kompetensseihin ja näiden hiljaiseen tietoon. Tutkimusaiheena oli selvittää minkälaista hiljaista tietoa käytönvalvojat omaavat, ja mikä osa tästä tiedosta muodostaa sen kriittisen osaamisen, jota halutaan säilyttää ja kehittää. Tutkimustyypiksi muodostui kvalitatiivinen, jonka päämetodi oli puoli-avoin haastattelu. Tutkimus koostui seuraavista vaiheista: tarkkailu, tekstianalyysi, haastattelu, transkriptio ja data analyysi. Haastatteluja tehtiin kahdeksan, joista kerääntyi yli 24 tuntia haastattelumateriaalia. Tästä materiaalista muodostettiin analyysien avulla taulukko, jonka avulla tunnistettiin ne osa-alueet, joihin käytönvalvojan tärkeimmät kompetenssit liittyvät. Tuloksilla saatiin myös kerättyä lista korjaus- ja kehityskohteista, sekä tarkemmat määritykset jatkotutkimukselle.