Real options in management and organizational strategy:a review of decision-making and performance implications

This paper contributes to the debate on the role of real options theory in business strategy and organizational decision-making. It analyses and critiques the decision-making and performance implications of real options within the management theories of the (multinational) firm, reviews and categorizes the organizational, strategic and operational facets of real options management in large business settings. It also presents the views of scholars and practitioners regarding the incorporation and validity of real options in strategy, international management and business processes. The focus is particularly on the decision-making and performance attributes of the real options logic concerning strategic investments, governance modes and multinational operations management. These attributes are examined from both strategic and operating perspectives of decision-making in organizations, also with an overview of the empirical evidence on real options decision-making and performance.

A szervezeti identitás meghatározása, elemei és menedzselése (Defining of organizational identity and its components and management)

Jelen cikk a szervezeti identitás különböző tudományos értelmezéseit, elemeit mutatja be és kapcsolja össze a gyakorlattal. A szerzők értelmezése szerint a szervezeti identitás nem azonos a köznyelvben elterjedt arculattal (sem image-zsal), hanem egy holisztikus, menedzsment-szakirodalmakon átívelő fogalomként értelmezhető, mely a külső tényezők hatására a szervezeti kultúra és a szervezeti stratégia alapján alakítható ki. A szervezeti identitás három alkotóelem-csoportból áll (nevezhetjük ezt identitásmixnek is): a munkáltatói márkázásból, az integrált marketingkommunikációból és a vizuális identitásból. Mivel a változó környezet szükségessé teszi, a szervezeti identitás menedzselése egy véget nem érő „spirálfolyamat”, mely a felmérés, a meghatározás, a bevezetés és értékelés szakaszok ismétléséből áll addig, amíg az ideális identitás ki nem alakul. Melyet talán soha nem ér el a vállalat. _____ In this article the different scientific interpretations and elements of organizational identity are presented and combined with practice. According to the authors’ interpretation the organizational identity is not the same as the corporate image, but it can be interpreted as a holistic management literatures panning notion which can be formed by the effect of external factors on basis of the organizational culture and organizational strategy. The organizational identity consists of three component-groups (also called this identity mix) the employer branding, integrated marketingcommunications and visual identity. Due to the changing environment makes it necessary the management of organizational identity is a never-ending ”spiral process”, which consists of repetitions of the survey, the definition, the introduction and the assessment phases until the ideal identity will be formed. Which may be never achieved by the corporate.

Sustainability, creativity and innovation in project management – Model development for assessing organizational performance through projects

Today a number of studies are published on how organizational strategy is developed and how organizations contribute to local and regional development through the realization of these strategies. There are also many articles dealing with the success of a project by identifying the criteria and the factors that influence them. This article introduces the project-oriented strategic planning process that reveals how projects contribute to local and regional development and demonstrates the relationship between this approach and the regional competitiveness model as well as the KRAFT concept. There is a lot of research that focuses on sustainability in business. These studies argue that sustainability is very important to the success of a business in the future. The Project Excellence Model that analyses project success does not contain the sustainability criteria; the GPM P5 standard consists of sustainability components related either to the organizational level. To fill this gap a Project Sustainability Excellence Model (PSEM) was developed. The model was tested by interviews with managers of Hungarian for-profit and non-profit organizations. This paper introduces the PSEM and highlights the most important elements of the empirical analysis.

THE RELEVANCE OF SUBSIDIARY INITIATIVES FOR BRAZILIAN MULTINATIONALS

The put-pose of this paper is to analyze relationship patterns between headquarters and subsidiaries of Brazilian Multinationals Enterprises (BrMNEs). The key construct for that investigation is Subsidiary Initiative, which comprises Subsidiary Entrepreneurial Orientation, Autonomy, Integration, Local Competitive Context and Business Network. A survey was carried out in a sample of 65 subsidiaries of 29 BrMNEs. The main outcome is that subsidiaries are highly integrated and receive Entrepreneurial Orientation from Headquarters (HQs), but Initiative is limited. Actually, the main determinants of subsidiary's initiatives are Local Context and Business Networking in the host country. This apparent paradox may be explained by what we call 'rebellious subsidiaries', which take initiatives based on their business environment and connections, regardless of their HQs' directions or delegation of autonomy.

Strategic alignment and performance: Brazilian companies in the medical diagnostics sector

A gap has been identified in the literature on the diagnosis and monitoring of the degree of strategic alignment. The main objective of this article is to diagnose and analyze the strategic alignment profile using the alignment diagnostic profile (ADP) tool, which enables organizations to show visually their degree of strategic alignment. The methodological approach adopted is multiple-case studies, which were conducted at five organizations in the medical diagnostics sector. The results indicate that the ADP enables organizations to understand the steps required to improve their level of alignment and to identify and locate gaps and conflicts.

The relevance of subsidiary initiatives for Brazilian multinationals

The purpose of this paper is to analyze relationship patterns between headquarters and subsidiaries of Brazilian Multinationals Enterprises (BrMNEs). The key construct for that investigation is Subsidiary Initiative, which comprises Subsidiary Entrepreneurial Orientation, Autonomy, Integration, Local Competitive Context and Business Network. A survey was carried out in a sample of 65 subsidiaries of 29 BrMNEs. The main outcome is that subsidiaries are highly integrated and receive Entrepreneurial Orientation from Headquarters (HQs), but Initiative is limited. Actually, the main determinants of subsidiary's initiatives are Local Context and Business Networking in the host country. This apparent paradox may be explained by what we call 'rebellious subsidiaries', which take initiatives based on their business environment and connections, regardless of their HQs' directions or delegation of autonomy.

O controlo de gestão nas instituições financeiras e a aplicabilidade do balanced scorecard numa instituição financeira a nível regional

Mestrado em Contabilidade e Gestão das Instituições Financeiras

Capital humano, medir para gerir: a utilização do balanced scorecard

Perante os contínuos desafios com que se defrontam as organizações, consequência dos elevados níveis de competitividade, é-lhes exigido uma nova dinâmica de gestão, onde os recursos humanos se assumem como o seu principal elemento diferenciador. Neste contexto, é fundamental a existência de uma gestão estratégica dos recursos humanos, a institucionalização de um conjunto de práticas que permitam transformar os recursos humanos num activo estratégico, que conduza à execução da estratégia organizacional. Essas práticas passam pela atracção e retenção de talentos, oportunidades de desenvolvimento, propiciar boas condições de trabalho quer a nível quantitativo quer a nível qualitativo. E como cada pessoa é um ser único, dotado de características próprias, impossíveis de imitar, deve ser reconhecida a capacidade de serem uma fonte de vantagem competitiva. Não é suficiente o estabelecimento de um conjunto de boas práticas para que se possuam recursos humanos estratégicos. É fundamental fazer o acompanhamento dessas práticas através da monitorização. Na gestão o que não pode ser medido não pode ser gerido. É fundamental sensibilizar os gestores, profissionais de recursos humanos, para a criação de sistemas de medida e métricas que possam aferir a contribuição do Capital Humano para a missão e estratégia das organizações. O Balanced Scorecard é uma ferramenta de gestão que possibilita, através da informação dos seus indicadores, a implementação das estratégias nas organizações. A finalidade é garantir que os indicadores definidos estejam coerentes com a estratégia global. Essa metodologia tem assim o mérito de compatibilizar (através de indicadores quantitativos) a gestão de recursos humanos com os objectivos a longo prazo da organização. A existência de indicadores qualitativos permite ainda às organizações mensurar o nível de desempenho e motivação, factores influentes no clima organizacional

Liderança e estratégia em contexto de inovação nas organizações de saúde : estudos de caso

RESUMO - A presente investigação procura descrever e compreender como a estratégia influencia a liderança e como esta por sua vez interage nos processos de inovação e mudança, em organizações de saúde. Desconhecem-se estudos anteriores, em Portugal, sobre este problema de investigação e da respectiva problemática teórica. Trata-se de um estudo exploratório e descritivo que envolveu 5 organizações de saúde, 4 portuguesas e 1 espanhola, 4 hospitais (dois privados e uma unidade local de saúde). Utilizou-se uma abordagem mista de investigação (qualitativa e quantitativa), que permitiu compreender, através do estudo de caso, como se articulam a estratégia, a liderança e a inovação nessas cinco organizações de saúde. Os resultados do estudo empírico foram provenientes da recolha de dados efectuada através de observação directa e estruturada, entrevistas com actores-chave, documentos em suporte de papel e digital, e ainda inquérito por questionário de auto-resposta a uma amostra (n=165) de actores do line e do staff (Administradores, Directores de Serviço/Departamento, Enfermeiros Chefe e Técnicos Coordenadores) das cinco organizações de saúde. Tanto o modelo de Miles & Snow (estratégia organizacional), como o modelo dos valores contrastantes de Quinn (cultura organizacional e liderança), devidamente adaptados, mostram-se heurísticos e provam poder aplicar-se às organizações de saúde, apesar a sua complexidade e especificidade. Tanto as organizações do sector público como do sector privado e organizações públicas concessionadas (parcerias público privadas) podem ser acompanhadas e monitorizadas nos seus processos de inovação e mudança, associados aos tipos de cultura, liderança ou estratégia organizacionais adoptadas. As organizações de saúde coabitam num continuum, onde o ambiente (quer interno quer externo) e o tempo são factores decisivos que condicionam a estratégia a adoptar. Também aqui, em função da realidade dinâmica e complexa onde a organização se move, não há tipologias puras. Há, sim, uma grande plasticidade e flexibilidade organizacionais. Quanto aos líderes, exercem habitualmente a autoridade formal, pela via da circular normativa. Não são pares (nem primi inter pares), colocam-se por vezes numa posição de superioridade, quando o mais adequado seria a relação de parceria, cooperação e procura de consensos, com todos os colaboradores, afim de serem eles os verdadeiros protagonistas e facilitadores da mudança e das inovações. Como factores facilitadores da inovação e da mudança, encontrámos nas organizações de saúde estudadas o seguinte: facilidade de aprender; visão/missão adequadas; ausência de medo de falhar; e como factores inibidores: falta de articulação entre serviços/departamentos; estrutura organizacional (no sector público muito verticalizada e no sector privado mais horizontalizada); resistência à mudança; falta de tempo; falha no tempo de reacção (o tempo útil para a tomada de decisão é, por vezes, ultrapassado). --------ABSTRACT - The present research seeks to describe and understand how strategy influences leadership and how this in turn interacts in the process of innovation and change in health organizations. Previous studies on these topics are unknown in Portugal, about this research problem and its theoretical problem. This is an exploratory and descriptive study that involved 5 health organizations, 4 Portuguese and 1 Spanish. We used a mixed approach of research (qualitative and quantitative), which enabled us to understand, through case study, how strategy and leadership were articulated with innovation in these five health organizations. The results of the empirical study came from data collection through direct observation, interviews with key actors, documents and survey questionnaire answered by 165 participants of line and staff (Administrators, Medical Directors of Service /Department, Head Nurses and Technical Coordinators) of the five health organizations. Despite their complexity and specificity, both the model of Miles & Snow (organizational strategy) and the model of the Competing Values Framework of Quinn (organizational culture and leadership), suitably adapted, have proven heuristic power and able to be apply to healthcare organizations. Both public sector organizations, private and public organizations licensed (public-private partnerships) can be tracked and monitored in their processes of innovation and change in order to understand its kind of culture, leadership or organizational strategy adopted. Health organizations coexist in a continuum, where the environment (internal and external) and time are key factors which determine the strategy to adopt. Here too depending on the dynamic and complex reality where the organization moves, there are no pure types. There is indeed a great organizational plasticity and flexibility. Leaders usually carry the formal authority by circular normative. They are not pairs (or primi inter pares). Instead they are, sometimes, in a position of superiority, when the best thing is partnership, collaboration, cooperation, building consensus and cooperation with all stakeholders, in order that they are the real protagonists and facilitators of change and innovation. As factors that facilitate innovation and change, we found in health organizations studied, the following: ease of learning; vision / mission appropriate; absence of fear of failure, and as inhibiting factors: lack of coordination between agencies / departments; organizational structure (in the public sector it is too vertical and in the private sector it is more horizontal); resistance to change; lack of time and failure in the reaction time (the time for decision making is sometimes exceeded).

Using balanced scorecards to evaluate the data warehouse system utility

Dissertação de mestrado em Systems Engineering

Modelação de processos de negócio: análise comparativa de linguagens

Dissertação de mestrado integrado em Engenharia e Gestão de Sistemas de Informação

O balanced scorecard como instrumento de alinhamento estratégico nas organizações - Caso: Bento, S.A.

Diante da crescente competitividade, característica do mercado global, e da necessidade de melhorar a eficiência e a produtividade nas organizações, torne-se imperativo o aperfeiçoamento, incessante, na forma de actuação dos gestores. Consciente que, até então, as empresas suportam, essencialmente, no sistema contabilístico, este que, muitas vezes, fornece informações insuficientes e restringidos à tomada de decisões de curto prazo, mostra-se necessário investir em sistemas de medição, ligado à estratégia organizacional, que permitam melhor planeamento e controlo e, ainda, gerar e medir indicadores de longo prazo. No intuito de contribuir para a melhoria do paradigma da gestão, mais concretamente da gestão das empresas Cabo-Verdianas, e, em particular a da empresa em estudo, propomos, como objectivo desta dissertação, o estudo da utilização das ferramentas de gestão tradicional, face às novas ferramentas emergentes. Nisto, apresentamos, como estudo de caso, a avaliação do sistema de controlo de gestão da Empresa Bento - Comércio, Construtores, Imobiliária e Investimentos, Sociedade Anónima, (Bento S.A.), analisando, à luz da literatura consultada, o sistema de gestão estratégica, seguido pela empresa de modo a poder propor eventuais melhorias. Durante a revisão bibliográfica, foram estudadas várias ferramentas da gestão estratégica, das quais escolhemos o Balanced Scorecard (BSC) como um instrumento capaz de responder às lacunas detectadas na estratégia de gestão da Empresa, em que após uma breve descrição dos aspectos teóricos do conceito, suportado nos estudos empíricos publicados, apresentámos uma proposta para sua adopção, concepção e implementação. É de realçar que, durante o estudo constatou-se, por parte da administração da empresa, uma maior consciência da importância da comunicação e divulgação da sua estratégia entre os diferentes níveis hierárquicos, o que evidencia que ela está, mesmo, disposta a apostar na sua inovação estratégica. With the raising competitiveness, characteristic of the global market, and of the need of improving the efficiency and productivity in organizations, the constant improvement in the way of acting of managers it becomes peremptory. Aware that, so far, enterprises support, essentially, on the accounting system, which, many times, gives restrict and insufficient information for the taking of decisions in a short term, it is shown to be necessary to invest in measuring systems, connected to the organizational strategy, which contains signs that allow a better planning and control and, furthermore, give birth to and measure signs on a long term. With the aim of contributing for the improvement of the managing pattern, specifically, the management of Cape Verdean enterprises, and, in particular, the one of the enterprise in study, we propose, as an aim of this dissertation, the study of the use of the traditional managing tools, in view of the emerging new tools. Thus, we present, as study case, the evaluation of the system of management control of the Enterprise Bento - Comércio, Construtores, Imobiliária e Investimentos, Sociedade Anónima, (Bento, S.A.), analyzing the system of strategic management, used by the enterprise to be able to propose eventual improvements. During the bibliographic revision, we studied many strategic management tools, among which we chose the Balanced Scorecard (BSC) as an instrument capable to respond to the gaps detected in the management strategy of the enterprise, in which, after a brief description of the theoretical aspects of the concept, supported on the empiric studies published, we present a proposal for its adoption, conception and implementation. We would like to accentuate that, during the study we noticed that there exists, on the behalf of the management of the enterprise, a major awareness of the importance of communication and diffusion of its strategy among the different hierarchical levels, what makes clear that the enterprise is really open to bet on its strategic innovation.

Community Policing in Switzerland's Major Urban Areas: An Observational Study of the Implementation and Impact Using Geospatial Data Mining

La présente étude est à la fois une évaluation du processus de la mise en oeuvre et des impacts de la police de proximité dans les cinq plus grandes zones urbaines de Suisse - Bâle, Berne, Genève, Lausanne et Zurich. La police de proximité (community policing) est à la fois une philosophie et une stratégie organisationnelle qui favorise un partenariat renouvelé entre la police et les communautés locales dans le but de résoudre les problèmes relatifs à la sécurité et à l'ordre public. L'évaluation de processus a analysé des données relatives aux réformes internes de la police qui ont été obtenues par l'intermédiaire d'entretiens semi-structurés avec des administrateurs clés des cinq départements de police, ainsi que dans des documents écrits de la police et d'autres sources publiques. L'évaluation des impacts, quant à elle, s'est basée sur des variables contextuelles telles que des statistiques policières et des données de recensement, ainsi que sur des indicateurs d'impacts construit à partir des données du Swiss Crime Survey (SCS) relatives au sentiment d'insécurité, à la perception du désordre public et à la satisfaction de la population à l'égard de la police. Le SCS est un sondage régulier qui a permis d'interroger des habitants des cinq grandes zones urbaines à plusieurs reprises depuis le milieu des années 1980. L'évaluation de processus a abouti à un « Calendrier des activités » visant à créer des données de panel permettant de mesurer les progrès réalisés dans la mise en oeuvre de la police de proximité à l'aide d'une grille d'évaluation à six dimensions à des intervalles de cinq ans entre 1990 et 2010. L'évaluation des impacts, effectuée ex post facto, a utilisé un concept de recherche non-expérimental (observational design) dans le but d'analyser les impacts de différents modèles de police de proximité dans des zones comparables à travers les cinq villes étudiées. Les quartiers urbains, délimités par zone de code postal, ont ainsi été regroupés par l'intermédiaire d'une typologie réalisée à l'aide d'algorithmes d'apprentissage automatique (machine learning). Des algorithmes supervisés et non supervisés ont été utilisés sur les données à haute dimensionnalité relatives à la criminalité, à la structure socio-économique et démographique et au cadre bâti dans le but de regrouper les quartiers urbains les plus similaires dans des clusters. D'abord, les cartes auto-organisatrices (self-organizing maps) ont été utilisées dans le but de réduire la variance intra-cluster des variables contextuelles et de maximiser simultanément la variance inter-cluster des réponses au sondage. Ensuite, l'algorithme des forêts d'arbres décisionnels (random forests) a permis à la fois d'évaluer la pertinence de la typologie de quartier élaborée et de sélectionner les variables contextuelles clés afin de construire un modèle parcimonieux faisant un minimum d'erreurs de classification. Enfin, pour l'analyse des impacts, la méthode des appariements des coefficients de propension (propensity score matching) a été utilisée pour équilibrer les échantillons prétest-posttest en termes d'âge, de sexe et de niveau d'éducation des répondants au sein de chaque type de quartier ainsi identifié dans chacune des villes, avant d'effectuer un test statistique de la différence observée dans les indicateurs d'impacts. De plus, tous les résultats statistiquement significatifs ont été soumis à une analyse de sensibilité (sensitivity analysis) afin d'évaluer leur robustesse face à un biais potentiel dû à des covariables non observées. L'étude relève qu'au cours des quinze dernières années, les cinq services de police ont entamé des réformes majeures de leur organisation ainsi que de leurs stratégies opérationnelles et qu'ils ont noué des partenariats stratégiques afin de mettre en oeuvre la police de proximité. La typologie de quartier développée a abouti à une réduction de la variance intra-cluster des variables contextuelles et permet d'expliquer une partie significative de la variance inter-cluster des indicateurs d'impacts avant la mise en oeuvre du traitement. Ceci semble suggérer que les méthodes de géocomputation aident à équilibrer les covariables observées et donc à réduire les menaces relatives à la validité interne d'un concept de recherche non-expérimental. Enfin, l'analyse des impacts a révélé que le sentiment d'insécurité a diminué de manière significative pendant la période 2000-2005 dans les quartiers se trouvant à l'intérieur et autour des centres-villes de Berne et de Zurich. Ces améliorations sont assez robustes face à des biais dus à des covariables inobservées et covarient dans le temps et l'espace avec la mise en oeuvre de la police de proximité. L'hypothèse alternative envisageant que les diminutions observées dans le sentiment d'insécurité soient, partiellement, un résultat des interventions policières de proximité semble donc être aussi plausible que l'hypothèse nulle considérant l'absence absolue d'effet. Ceci, même si le concept de recherche non-expérimental mis en oeuvre ne peut pas complètement exclure la sélection et la régression à la moyenne comme explications alternatives. The current research project is both a process and impact evaluation of community policing in Switzerland's five major urban areas - Basel, Bern, Geneva, Lausanne, and Zurich. Community policing is both a philosophy and an organizational strategy that promotes a renewed partnership between the police and the community to solve problems of crime and disorder. The process evaluation data on police internal reforms were obtained through semi-structured interviews with key administrators from the five police departments as well as from police internal documents and additional public sources. The impact evaluation uses official crime records and census statistics as contextual variables as well as Swiss Crime Survey (SCS) data on fear of crime, perceptions of disorder, and public attitudes towards the police as outcome measures. The SCS is a standing survey instrument that has polled residents of the five urban areas repeatedly since the mid-1980s. The process evaluation produced a "Calendar of Action" to create panel data to measure community policing implementation progress over six evaluative dimensions in intervals of five years between 1990 and 2010. The impact evaluation, carried out ex post facto, uses an observational design that analyzes the impact of the different community policing models between matched comparison areas across the five cities. Using ZIP code districts as proxies for urban neighborhoods, geospatial data mining algorithms serve to develop a neighborhood typology in order to match the comparison areas. To this end, both unsupervised and supervised algorithms are used to analyze high-dimensional data on crime, the socio-economic and demographic structure, and the built environment in order to classify urban neighborhoods into clusters of similar type. In a first step, self-organizing maps serve as tools to develop a clustering algorithm that reduces the within-cluster variance in the contextual variables and simultaneously maximizes the between-cluster variance in survey responses. The random forests algorithm then serves to assess the appropriateness of the resulting neighborhood typology and to select the key contextual variables in order to build a parsimonious model that makes a minimum of classification errors. Finally, for the impact analysis, propensity score matching methods are used to match the survey respondents of the pretest and posttest samples on age, gender, and their level of education for each neighborhood type identified within each city, before conducting a statistical test of the observed difference in the outcome measures. Moreover, all significant results were subjected to a sensitivity analysis to assess the robustness of these findings in the face of potential bias due to some unobserved covariates. The study finds that over the last fifteen years, all five police departments have undertaken major reforms of their internal organization and operating strategies and forged strategic partnerships in order to implement community policing. The resulting neighborhood typology reduced the within-cluster variance of the contextual variables and accounted for a significant share of the between-cluster variance in the outcome measures prior to treatment, suggesting that geocomputational methods help to balance the observed covariates and hence to reduce threats to the internal validity of an observational design. Finally, the impact analysis revealed that fear of crime dropped significantly over the 2000-2005 period in the neighborhoods in and around the urban centers of Bern and Zurich. These improvements are fairly robust in the face of bias due to some unobserved covariate and covary temporally and spatially with the implementation of community policing. The alternative hypothesis that the observed reductions in fear of crime were at least in part a result of community policing interventions thus appears at least as plausible as the null hypothesis of absolutely no effect, even if the observational design cannot completely rule out selection and regression to the mean as alternative explanations.

Task Support in Scenario Process: Case LUT 2016

This thesis attempts to find whether scenario planning supports the organizational strategy as a method for addressing uncertainty. The main issues are why, what and how scenario planning fits in organizational strategy and how the process could be supported to make it more effective. The study follows the constructive approach. It starts with examination of competitive advantage and the way that an organization develops strategy and how it addresses the uncertainty in its operational environment. Based on the conducted literature review, scenario methods would seem to provide versatile platform for addressing future uncertainties. The construction is formed by examining the scenario methods and presenting suitable support methods, which results in forming of the theoretical proposition for supporter scenario process. The theoretical framework is tested in laboratory conditions, and the results from the test sessions are used a basis for scenario stories. The process of forming the scenarios and the results are illustrated and presented for scrutiny

Osaamisen johtaminen Suomen kunnissa

Kunnissa eletään muutosten aikaa, ja osaamisen johtamisella pyritään vastaamaan kehityksen mukanaan tuomiin haasteisiin. Osaamisen johtamista pidetäänkin tärkeänä asiana kuntien kehittämisessä. Viime vuosina osaamisen johtaminen on ollut voimakkaasti esillä myös yksityisellä sektorilla, jossa se on nähty tärkeänä elementtinä kilpailukyvyn kehittämisessä. Osaamisen johtaminen on toimintaa, jolla kehitetään yksilöiden ja organisaation osaamista sekä organisaation yhteistyövalmiutta. Osaamisen johtamisessa huomioidaan myös organisaatiolle asetetut strategiset tavoitteet. Tässä tutkimuksessa osaamisen johtaminen ankkuroidaan tietojohtamisen, henkilöstövoimavarojen johtamisen (HRM:n) ja oppivan organisaation viitekehyksiin. Tutkimusotteeksi on valittu kvantitatiivinen tutkimusote. Kvantitatiivinen tutkimusote mahdollistaa osaamisen johtamisen rakenteellisen analyysin ja kuvaamisen. Tutkimuksen kohderyhmänä ovat kaikki Suomen 444 kuntaa vuonna 2004. Tutkimuksen tiedonkeruu suoritettiin lomakekyselyn avulla, ja tutkimus kohdistettiin kuntien henkilöstöasioiden asiantuntijoille. Tutkimuksen keskeisenä tavoitteena oli mallintaa ja kuvata osaamisen johtamista Suomen kunnissa. Tutkimusongelma liittyy kuntien osaamisen johtamisen nykytilaan ja tavoitteisiin sekä siihen, missä vaiheissa kunnat ovat osaamisen johtamisessaan. Kyselyn avulla tutkittiin myös kuntien halukkuutta kehittää osaamisen johtamistaan. Vastausten pohjalta analysoitiin lisäksi, mitkä asiat kunnissa vaikuttavat osaamisen johtamiseen. Tutkimuksen tuloksissa tulevat esille neljä erilaista kunnissa vallitsevaa osaamisen johtamisen orientaatiota: Strategiaohjattu yhteisöllinen orientaatio, Innovatiivinen orientaatio, Teknologinen orientaatio ja Strategialähtöinen järjestelmäorientaatio. Nämä neljä orientaatiota ovat tunnistettavissa myös taustakirjallisuudessa. Kunnat ryhmiteltiin orientaatioiden perusteella neljään ryhmään, jotka nimettiin seuraavasti: Innostuneet aloittelijat, Tekniset aloittelijat, Edistyneet ja Kehittyvät. Innostuneiden aloittelijoiden ryhmässä korostuu innovatiivinen orientaatio, mutta muut osaamisen johtamisen orientaatiot tulevat esille heikosti. Teknisten aloittelijoiden ryhmässä korostuu teknologinen orientaatio, mutta muut osaamisen johtamisen orientaatiot tulevat esille heikosti. Edistyneiden ryhmässä kaikki osaamisen johtamisen orientaatiot tulevat hyvin esille. Kehittyvien ryhmässä korostuvat sekä innovatiivinen että teknologinen orientaatio. Kuntien osaamisen johtamisen nykytilanne on murroksessa. Osaamisen johtaminen on suuressa osassa kunnista hyvässä vauhdissa, mutta kehitettävääkin on. Tietotekniset välineet osaamisen johtamisessa ovat hyvät useimmissa kunnissa. Tulevaisuuden osaamistarpeina pidetään erityisesti vuorovaikutustaitoja ja oman ammattialan osaamista. Kunnissa on myös huomioitu ainakin tavoitteiden tasolla tulevaisuus ja sen tuomat haasteet.