LIIKESUHTEISSA KEHITTYVÄT ORGANISAATION KYVYKKYYDET, ACTA UNIVERSITATIS OULUENSIS G Oeconomica 45
|Kustantaja:||Oulun yliopisto|| |
|Sijainti:||Print Tietotalo|| |
|Tekijät:||WAHLROOS MARITA|| |
The objective of the study is to develop the marketing interaction and network theory byconceptualising and categorising organisational capabilities. The study also aims to clarify whatorganisational capabilities develop when acting in business relationships and what factors promoteand hamper the development of organisational capabilities in a technopolis.
The theoretical framework of the study was created by combining the views of the marketinginteraction and network theory and the views of the strategic management and dynamiccapabilities theories on organisational capabilities, strategy and management. The concepts oforganisational capability defined on the basis of the theories were further developed by utilisingdata from empirical research in order to form the organisational capability concepts used in thisstudy. Capabilities were divided into strategic and operative capabilities. The factors promotingand hampering the development of organisational capabilities were divided into four categories:internal factors of organisations, interactive factors, and both internal and external network factorsof a technopolis. The empirical data of this study consists of primary and secondary interviews anddocuments. The study was carried out as a concept analysis of qualitative and longitudinal data ofseveral case companies.
The results indicate that the development of organisational capabilities is linked with, inaddition to operative management, senior corporate management, id est, the level of strategicmanagement. Capabilities affect the modernisation or expansion of operations at the strategy levelor, at the operational level, capabilities can be utilised for increasing the efficiency of operationsor developing them. Most promoting and hampering factors where found in the strategic capabilityof creating market value and the operative capabilities of outsourcing and sales. The results showthat operations in business relationships must be linked to the level strategic management, inaddition to the operative management level. The study shows that, as a local organisation cluster,the technopolis promotes the development of capabilities. The long processing periods of publicfunding mechanisms impaired the development of organisational capabilities even though fundingwas important to the case organisations.