The Relationship of Organizational Culture, Employee Motivation and Innovativeness: Evidence from Finnish Technology Industries

The purpose of this thesis is to analyze the effects of tangible and intangible incentives on the dimensions of motivation and organizational innovativeness in the context of different organizational cultures. Theory suggests that an antecedent of innovativeness is individual creativity of employees, which is influenced by intrinsic motivation, flexible organizational structures, and transformational leadership. Empirical evidence for this research is derived from 424 respondents representing technology-driven industries in Finland. Data is collected through an online questionnaire and analyzed using SPSS statistics software. The results imply that intangible incentives and intrinsic motivation have an important role in determining organizational innovativeness. The positive relationships of intangible incentives, intrinsic motivation and innovativeness seem to be higher in flexible organizational cultures. As practical implications, managers should foster flexible organizational cultures that highlight employee empowerment. The motivating power of non-financial intrinsic incentives and recognition of good work should not be undermined when compared to tangible monetary rewards.

Challenges in managing large-scale agile software development transformation

Adapting and scaling up agile concepts, which are characterized by iterative, self-directed, customer value focused methods, may not be a simple endeavor. This thesis concentrates on studying challenges in a large-scale agile software development transformation in order to enhance understanding and bring insight into the underlying factors for such emerging challenges. This topic is approached through understanding the concepts of agility and different methods compared to traditional plan-driven processes, complex adaptive theory and the impact of organizational culture on agile transformational efforts. The empirical part was conducted by a qualitative case study approach. The internationally operating software development case organization had a year of experience of an agile transformation effort during it had also undergone organizational realignment efforts. The primary data collection was conducted through semi-structured interviews supported by participatory observation. As a result the identified challenges were categorized under four broad themes: organizational, management, team dynamics and process related. The identified challenges indicate that agility is a multifaceted concept. Agile practices may bring visibility in issues of which many are embedded in the organizational culture or in the management style. Viewing software development as a complex adaptive system could facilitate understanding of the underpinning philosophy and eventually solving the issues: interactions are more important than processes and solving a complex problem, such a novel software development, requires constant feedback and adaptation to changing requirements. Furthermore, an agile implementation seems to be unique in nature, and agents engaged in the interaction are the pivotal part of the success of achieving agility. In case agility is not a strategic choice for whole organization, it seems additional issues may arise due to different ways of working in different parts of an organization. Lastly, detailed suggestions to mitigate the challenges of the case organization are provided.

Balancing creativity and risk intelligence in professional knowledge-intensive business services

The main strengths of professional knowledge-intensive business services (P-KIBS) are knowledge and creativity which needs to be fostered, maintained and supported. The process of managing P-KIBS companies deals with financial, operational and strategic risks. That is why it is reasonable to apply risk management techniques and frameworks in this context. A significant challenge hides in choosing reasonable ways of implementing risk management, which will not limit creative ability in organization, and furthermore will contribute to the process. This choice is related to a risk intelligent approach which becomes a justified way of finding the required balance. On a theoretical level the field of managing both creativity and risk intelligence as a balanced process remains understudied in particular within KIBS industry. For instance, there appears to be a wide range of separate models for innovation and risk management, but very little discussion in terms of trying to find the right balance between them. This study aims to shed light on the importance of well-managed combination of these concepts. The research purpose of the present study is to find out how the balance between creativity and risk intelligence can be managed in P-KIBS. The methodological approach utilized in the study is strictly conceptual without empirical aspects. The research purpose can be achieved through answering the following research supporting questions: 1. What are the characteristics and role of creativity as a component of innovation process in a P-KIBS company? 2. What are the characteristics and role of risk intelligence as an approach towards risk management process implementation in a P-KIBS company? 3. How can risk intelligence and creativity be balanced in P-KIBS? The main theoretical contribution of the study conceals in a proposed creativity and risk intelligence stage process framework. It is designed as an algorithm that can be applied on organizational canvas. It consists of several distinct stages specified by actors involved, their roles and implications. Additional stage-wise description provides detailed tasks for each of the enterprise levels, while combining strategies into one. The insights driven from the framework can be utilized by a vast range of specialists from strategists to risk managers, and from innovation managers to entrepreneurs. Any business that is designing and delivering knowledge service can potentially gain valuable thoughts and expand conceptual understanding from the present report. Risk intelligence in the current study is a unique way of emphasizing the role of creativity in professional knowledge-intensive industry and a worthy technique for making profound decisions towards risks.

Managing Change: An Organizational Outline for Reimagining the Digital Repository Infrastructure at The Ohio State University Libraries

Poster at Open Repositories 2014, Helsinki, Finland, June 9-13, 2014

Large Scale Repository Auditing to ISO 16363

Presentation at Open Repositories 2014, Helsinki, Finland, June 9-13, 2014

Strategic narratives and competitive advantage : do winners speak differently?

Concepts, models, or theories that end up shaping practices, whether those practices fall in the domains of science, technology, social movements, or business, always emerge through a change in language use. First, communities begin to talk differently, incorporating new vocabularies (Rorty, 1989), in their narratives. Whether the community’s new narratives respond to perceived anomalies or failures of the existing ones (Kuhn, 1962) or actually reveal inadequacies by addressing previously unrecognized practices (Fleck, 1979; Rorty, 1989) is less important here than the very phenomena that they introduce differences. Then, if the new language proves to be useful, for example, because it helps the community solve a problem or create a possibility that existing narratives do not, the new narrative will begin circulating more broadly throughout the community. If other communities learn of the usefulness of these new narratives, and find them sufficiently persuasive, they may be compelled to test, modify, and eventually adopt them. Of primary importance is the idea that a new concept or narrative perceived as useful is more likely to be adopted. We can expect that business concepts emerge through a similar pattern. Concepts such as “competitive advantage,” “disruption,” and the “resource based view,” now broadly known and accepted, were each at some point first introduced by a community. This community experimented with the concepts they introduced and found them useful. The concept “competitive advantage,” for example, helped researchers better explain why some firm’s outperformed others and helped practitioners more clearly understand what choices to make to improve the profit and growth prospects of their firms. The benefits of using these terms compelled other communities to consider, apply, and eventually adopt them as well. Were these terms not viewed as useful, they would not likely have been adopted. This thesis attempts to observe and anticipate new business concepts that may be emerging. It does so by seeking to observe a community of business practitioners that are using different language and appear to be more successful than a similar community of practitioners that are have not yet begun using this different language as extensively. It argues that if the community that is adopting new types of narratives is perceived as being more successful, their success will attract the attention of other communities who may then seek to adopt the same narratives. Specifically, this thesis compares the narratives used by a set of firms that are considered to be performing well (called Winners) with those of set of less-successful peers (called Losers). It does so with the aim of addressing two questions: - How do the strategic narratives that circulate within “winning” companies and their leaders differ from those circulating within “losing” companies and their leaders? - Given the answer to the first question: what new business strategy concepts are likely to emerge in the business community at large? I expected to observe “winning” companies shifting their language, abandoning an older set of narratives for newer ones. However the analysis indicates a more interesting dynamic: “winning” companies adopt the same core narratives as their “losing” peers with equal frequency yet they go beyond these. Both “winners” and “losers” seem to pursue economies of scale, customer captivity, best practices, and securing preferential access to resources with similar vigor. But “winners” seem to go further, applying three additional narratives in their pursuits of competitive advantage. They speak of coordinating what is uncoordinated, adopting what this thesis calls “exchanging the role of guest for that of host,” and “forcing a two-front battle” more frequently than their “loser” peers. Since these “winning” companies are likely perceived as being more successful, the unique narratives they use are more likely to be emulated and adopted. Understanding in what ways winners speak differently, therefore, gives us a glimpse into the possible future evolution of business concepts.

Ohjelmistotyön suorituskyvyn mittaaminen ja johtaminen henkilöstön näkökulmasta

Onnistuneesti suoritettu suorituskyvyn mittaaminen ja johtaminen tuovat kirjallisuuden mukaan organisaatiolle monia hyötyjä. Ohjelmistotyön suorituskyky vaikuttaa ohjelmistoyritysten kannattavuuteen ja ohjelmointiprojektien tuloksellisuuteen. Ohjelmistotyön suorituskyvyn parantamisessa on suurelta osin keskitytty prosessien parantamiseen. Ohjelmistotyön suorituskyvyn taustalla on kuitenkin paljon muitakin tekijöitä kuin prosessi-indikaattorit. Sitoutuneisuus ja motivoituneisuus nähdään yhä tärkeämpinä tekijöinä ohjelmistotyön suorituskyvyn taustalla, joten suorituskyvyn johtamisen tulee huomioida nykyistä paremmin myös henkilöstön näkökulma. Tämän tutkimuksen tavoitteena oli tutkia suorituskyvyn johtamisen viitekehysten, ohjelmistotyön suorituskyvyn taustatekijöiden, motivaation merkityksen ja johtamistyylien analysoinnin avulla, millainen suorituskyvyn mittaus- ja johtamisjärjestelmä (PMS) tukisi ohjelmistotyön suorituskyvyn johtamista huomioiden henkilöstön näkökulman. Tutkimuksessa analysoitiin aiempia aihepiiriä koskevia tutkimuksia ja lisäksi haastateltiin alan yritysasiantuntijoita. Tutkimuksen tuloksena esitettiin tärkeimmät ohjelmistotyön suorituskyvyn taustatekijät, joiden tilan parantamista suorituskyvyn johtamisen tulee mahdollistaa. Näiden havaittiin olevan läheisessä suhteessa henkilöstön motivaatiotekijöihin, joiden sitouttavaa kehittymistä johtamisen tulee myös tukea. Tulokset kiteytettiin suosituksiin koskien johtamista ja mittaristomallia, joita voidaan hyödyntää ohjelmistotyön suorituskyvyn johtamisessa huomioiden henkilöstön näkökulma. Mallissa on kuvattu mitattavat ja johdettavat tekijät yksilö- ja tiimitasolla, esimiestyössä sekä henkilöstövoimavarojen johtamisessa (HRM).