title: Combining Productivity and Renewal in a Production Organisation: the Case Study on Organisational Ambidexterity
metadata.name: dc.contributor.author
metadata.value: Jukakoski, Mika M.
metadata.lang: -
metadata.name: dc.contributor.author
metadata.value: Юкакоски, М. М.
metadata.lang: -
metadata.name: dc.date.accessioned
metadata.value: 2014-03-22T11:47:16Z
metadata.lang: -
metadata.name: dc.date.available
metadata.value: 2014-03-22T11:47:16Z
metadata.lang: -
metadata.name: dc.date.issued
metadata.value: 2011
metadata.lang: -
metadata.name: dc.identifier.uri
metadata.value: http://hdl.handle.net/11701/906
metadata.lang: -
metadata.name: dc.description.abstract
metadata.value: This case study examined how productivity and renewalare combined in a production organization operating in process industry through the antecedents of organizational ambidexterity; structure, culture, and management. The empirical material consisted of semistructured interviews, observations and case organization documents. The findings suggest that the case organization structurally separates exploitation and exploration toseparate units. However, it was found that the units focusing on exploration also devote resources to exploitation. External networks, such as customers, suppliers, and other factories seemed to play a role in the exploration activities, as well as in learning activities, which were connected to renewal. Productivity was seen as a natural part of a production organization and pursued at manufacturing units. Process management techniques appeared to be spread across the organization and having positive impact on exploitation and negative impact on exploration. The managerial culture and management’s capability to communicate goals, vision and strategy was found to be unsatisfactory. This thesis contributes to the new research paradigm of organizational ambidexterity by providing unique results on how the antecedents of organizational ambidexterity are accomplished in a production organization. Furthermore, the thesis extends the previous research of organizational renewalcapability by connecting it to the ambidexterity theory.
metadata.lang: en_GB
metadata.name: dc.language.iso
metadata.value: English
metadata.lang: en_GB
metadata.name: dc.publisher
metadata.value: Graduate School of Management, Saint Petersburg University, Master in Information Technologies and Innovation Management
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: organizational renewal
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: organizational ambidexterity
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: productivity
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: organizational structure
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: organizational culture
metadata.lang: en_GB
metadata.name: dc.subject
metadata.value: management
metadata.lang: en_GB
metadata.name: dc.title
metadata.value: Combining Productivity and Renewal in a Production Organisation: the Case Study on Organisational Ambidexterity
metadata.lang: en_GB
metadata.name: dc.title.alternative
metadata.value: Совмещение производительности и обновления в производственной организации: кейс-исследование организационной амбивалентности
metadata.lang: en_GB
metadata.name: dc.type
metadata.value: Thesis
metadata.lang: en_GB
resources.filename: Jukakoski_Advisor's Reference.pdf
resources.url: https://dspace.spbu.ru/bitstream/11701/906/1/Jukakoski_Advisor%27s%20Reference.pdf
resources.format: Adobe PDF
resources.size: 181,26 kB
resources.filename: Jukakoski_Referee's Review.pdf
resources.url: https://dspace.spbu.ru/bitstream/11701/906/2/Jukakoski_Referee%27s%20Review.pdf
resources.format: Adobe PDF
resources.size: 176,39 kB