Creating value through inter-organizational collaboration: A collective action perspective

Juri Matinheikki

Creating value through inter-organizational collaboration: A collective action perspective

Julkaisun otsikon käännös: Yhteistyön rooli organisaatioiden välisessä arvonluonnissa: Kollektiivisen toiminnan näkökulma

Juri Matinheikki

Tuotantotalouden laitos

Tutkimustuotos: Doctoral Thesis › Collection of Articles

Abstrakti

Erilaisten organisaatioiden yhteistyö on avainasemassa sekä taloudellisen arvon luomisessa että yhteiskunnallisten ongelmien ratkaisussa. Yhteistoiminnalla on kuitenkin monia esteitä ja useimmat näistä ovat pikemminkin sosiaalisia kuin teknologisia. Vakiintuneet käytännöt, sääntely, sosiaaliset normit, uskomukset sekä muut institutionaaliset mekanismit voivat rajoittaa organisaatioiden yhteistoimintaa. Institutionaalinen muutos onkin yhteistoiminnan tärkeä edellytys. Tämä väitöskirjatutkimus keskittyi empiirisen ongelmaan: kuinka useat erilaiset organisaatiot voivat yhdessä luoda arvoa. Väitöskirja koostuu neljästä julkaistusta empiirisestä artikkelista, jotka tarjoavat erilaisia kuvauksia kehitysprosesseista monen organisaation arvontuotantoon. Yhteenveto-osassa pyritään yhdistämään artikkeleiden löydökset kehittämällä ja soveltamalla kollektiivisen toiminnan näkökulmaa. Kyseinen teoreettinen linssi on muodostettu yhdistämällä politiikan tutkimuksen kollektiivisen toiminnan teoriaa sekä organisaatiotutkimuksen uutta institutionaalista teoriaa. Kollektiivisen toiminnan näkökulman mukaisesti institutionaalinen muutos organisaatioiden välisen arvontuotannon saavuttamiseksi vaatii, että toimijat pystyvät ratkaisemaan toisen asteen kollektiivisen toiminnan ongelman. Toisin sanoen kollektiivista toimintaa tukevien instituutioiden muodostaminen itsessään vaatii kollektiivista toimintaa. Synteesin lopputuloksena muodostettu konseptuaalinen prosessimalli kuvaa kollektiivisen toiminnan järjestelmän kehittymistä. Edellä mainitun paradoksin ratkaisu vaatiikin strategista toimintaa toimijoilta, joilla on vahva sosiaalinen asema antaen heille reflektiivistä kyvykkyyttä poiketa vallitsevista institutionaalisista rajoitteista. Nämä toimijat vuorostaan mobilisoivat muita toimijoita muodostamalla raamin ja vision vaaditusta muutoksesta. Tätä visiota tulee kehittää usean toimijan välisessä neuvottelussa, joiden kautta se jalostuu järjestelmätason tavoitteeksi, jossa yhdistyvät sekä yhteinen visio, että tehtäväkeskeiset tavoitteet välittömän toiminnan ja muutoksen aikaansaamiseksi. Järjestelmätason tavoitteen tulee ohjata toimintaa, jolla motivoidaan useat toimijat muuttamaan sosio-materiaalista ympäristöään (esim. kehittämällä uusia teknologioita), mikä mahdollistaa toisen asteen kollektiivisen toiminnan ongelman ratkaisun. Sosio-materiaaliset muutokset edesauttavat sosiaalisten suhteiden ja luottamuksen vahvistumista, jotka tukevat yhteistoimintaa ja ratkaisevat ensimmäisen tason kollektiivisen toiminnan ongelman. Uuden järjestyksen ylläpitäminen vaatii jatkuvaa sosiaalista interaktiota. Työssä kehitetty malli antaa uusia näkökulmia toisen asteen kollektiivisen toiminnan ongelman ratkaisuun ja vastaa käytännön ongelmaan monen erilaisen organisaation arvonluonnista.

Julkaisun otsikon käännös	Yhteistyön rooli organisaatioiden välisessä arvonluonnissa: Kollektiivisen toiminnan näkökulma
Alkuperäiskieli	Englanti
Pätevyys	Tohtorintutkinto
Myöntävä instituutio	Aalto-yliopisto
Valvoja/neuvonantaja	Artto, Karlos, Vastuuprofessori Rajala, Risto, Ohjaaja
Kustantaja	Aalto University
Painoksen ISBN	978-952-60-8533-3
Sähköinen ISBN	978-952-60-8534-0
Tila	Julkaistu - 2019
OKM-julkaisutyyppi	G5 Artikkeliväitöskirja

Tutkimusalat

kollektiivinen toiminta
yritysten väliset suhteet
arvonluonti
institutionaalinen muutos
järjestelmä-tason tavoitteet
toisen asteen kollektiivisen toiminnan ongelma
kriittinen realismi

Pääsy asiakirjaan

http://urn.fi/URN:ISBN:978-952-60-8534-0

Siteeraa tätä

@phdthesis{6c4bdf69a025499d82bb8a42da7f0b61,

title = "Creating value through inter-organizational collaboration: A collective action perspective",

abstract = "Inter-organizational collaboration plays a pivotal role not just in creating business value but solving contemporary grand challenges on the societal level. However, collaboration has many barriers which are often social rather than technological. Existing practices, regulative pressures, social norms, beliefs, and other institutional mechanisms may come to hinder collective action among organizations. Thus, collaboration and collective action often require institutional change. The purpose of this dissertation project was to examine the empirical challenge of how multiple diverse organizations can jointly create value. The four published empirical articles form the basis of this dissertation by providing different conceptualizations of the empirically-grounded development processes towards inter-organizational value creation. To integrate and synthesize the findings of the four articles, the compiling part then adopts a collective action perspective, which is developed by combining the literatures of behavioral theory of collective action and neo-institutional theory of organization. The collective action perspective suggests that institutional change towards inter-organizational value creation requires actors to solve the second-order collective action problem, which means that establishing institutions that support collective action in fact requires collective action. As the outcome of the synthesis, this dissertation delineates the developmental process of collective action systems showing that solving this paradox requires strategic actions from elite actors with high social positions that grant them the reflexive capacity to deviate from existing institutional constraints. These actors act as mobilizers by forming the initial frame or vision of change, which is then, through a process of negotiations among multiple actors, refined into a system-level goal having a practical task-specific dimension coupled with symbolic representation of the more abstract, yet adherable, vision. The system-level goal becomes then to drive task-specific actions overcoming the second-order collective action problem by motivating actors to jointly change the localized socio-material environment (e.g. by developing a new technology or a physical asset). These changes connect informal rules with technological environment, redefining mundane patterns of organizing and setting governance mechanisms that further support collective action, thus solving the first-order collective action problem. The new settlement can then be sustained through active institutional maintenance. Findings also indicate that collective action systems are vulnerable to endogenous or exogenous shocks. However, such disruptions are necessary evils, permitting renewal and thus institutional change. Overall, the model provides new insights to a theoretical dilemma of the second-order collective action problem as well as to the important practical question of how organizations can engage in joint value creation.",

keywords = "collective action, inter-organizational relationships, value creation, institutional change, system-level goal, second-order collective action problem, critical realism, kollektiivinen toiminta, yritysten v{\"a}liset suhteet, arvonluonti, institutionaalinen muutos, j{\"a}rjestelm{\"a}-tason tavoitteet, toisen asteen kollektiivisen toiminnan ongelma, kriittinen realismi, collective action, inter-organizational relationships, value creation, institutional change, system-level goal, second-order collective action problem, critical realism",

author = "Juri Matinheikki",

year = "2019",

language = "English",

isbn = "978-952-60-8533-3",

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TY - BOOK

T1 - Creating value through inter-organizational collaboration

T2 - A collective action perspective

AU - Matinheikki, Juri

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N2 - Inter-organizational collaboration plays a pivotal role not just in creating business value but solving contemporary grand challenges on the societal level. However, collaboration has many barriers which are often social rather than technological. Existing practices, regulative pressures, social norms, beliefs, and other institutional mechanisms may come to hinder collective action among organizations. Thus, collaboration and collective action often require institutional change. The purpose of this dissertation project was to examine the empirical challenge of how multiple diverse organizations can jointly create value. The four published empirical articles form the basis of this dissertation by providing different conceptualizations of the empirically-grounded development processes towards inter-organizational value creation. To integrate and synthesize the findings of the four articles, the compiling part then adopts a collective action perspective, which is developed by combining the literatures of behavioral theory of collective action and neo-institutional theory of organization. The collective action perspective suggests that institutional change towards inter-organizational value creation requires actors to solve the second-order collective action problem, which means that establishing institutions that support collective action in fact requires collective action. As the outcome of the synthesis, this dissertation delineates the developmental process of collective action systems showing that solving this paradox requires strategic actions from elite actors with high social positions that grant them the reflexive capacity to deviate from existing institutional constraints. These actors act as mobilizers by forming the initial frame or vision of change, which is then, through a process of negotiations among multiple actors, refined into a system-level goal having a practical task-specific dimension coupled with symbolic representation of the more abstract, yet adherable, vision. The system-level goal becomes then to drive task-specific actions overcoming the second-order collective action problem by motivating actors to jointly change the localized socio-material environment (e.g. by developing a new technology or a physical asset). These changes connect informal rules with technological environment, redefining mundane patterns of organizing and setting governance mechanisms that further support collective action, thus solving the first-order collective action problem. The new settlement can then be sustained through active institutional maintenance. Findings also indicate that collective action systems are vulnerable to endogenous or exogenous shocks. However, such disruptions are necessary evils, permitting renewal and thus institutional change. Overall, the model provides new insights to a theoretical dilemma of the second-order collective action problem as well as to the important practical question of how organizations can engage in joint value creation.

AB - Inter-organizational collaboration plays a pivotal role not just in creating business value but solving contemporary grand challenges on the societal level. However, collaboration has many barriers which are often social rather than technological. Existing practices, regulative pressures, social norms, beliefs, and other institutional mechanisms may come to hinder collective action among organizations. Thus, collaboration and collective action often require institutional change. The purpose of this dissertation project was to examine the empirical challenge of how multiple diverse organizations can jointly create value. The four published empirical articles form the basis of this dissertation by providing different conceptualizations of the empirically-grounded development processes towards inter-organizational value creation. To integrate and synthesize the findings of the four articles, the compiling part then adopts a collective action perspective, which is developed by combining the literatures of behavioral theory of collective action and neo-institutional theory of organization. The collective action perspective suggests that institutional change towards inter-organizational value creation requires actors to solve the second-order collective action problem, which means that establishing institutions that support collective action in fact requires collective action. As the outcome of the synthesis, this dissertation delineates the developmental process of collective action systems showing that solving this paradox requires strategic actions from elite actors with high social positions that grant them the reflexive capacity to deviate from existing institutional constraints. These actors act as mobilizers by forming the initial frame or vision of change, which is then, through a process of negotiations among multiple actors, refined into a system-level goal having a practical task-specific dimension coupled with symbolic representation of the more abstract, yet adherable, vision. The system-level goal becomes then to drive task-specific actions overcoming the second-order collective action problem by motivating actors to jointly change the localized socio-material environment (e.g. by developing a new technology or a physical asset). These changes connect informal rules with technological environment, redefining mundane patterns of organizing and setting governance mechanisms that further support collective action, thus solving the first-order collective action problem. The new settlement can then be sustained through active institutional maintenance. Findings also indicate that collective action systems are vulnerable to endogenous or exogenous shocks. However, such disruptions are necessary evils, permitting renewal and thus institutional change. Overall, the model provides new insights to a theoretical dilemma of the second-order collective action problem as well as to the important practical question of how organizations can engage in joint value creation.

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KW - inter-organizational relationships

KW - value creation

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KW - system-level goal

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KW - critical realism

KW - kollektiivinen toiminta

KW - yritysten väliset suhteet

KW - arvonluonti

KW - institutionaalinen muutos

KW - järjestelmä-tason tavoitteet

KW - toisen asteen kollektiivisen toiminnan ongelma

KW - kriittinen realismi

KW - collective action

KW - inter-organizational relationships

KW - value creation

KW - institutional change

KW - system-level goal

KW - second-order collective action problem

KW - critical realism

M3 - Doctoral Thesis

SN - 978-952-60-8533-3

T3 - Aalto University publication series DOCTORAL DISSERTATIONS

PB - Aalto University

ER -

Creating value through inter-organizational collaboration: A collective action perspective

Abstrakti

Tutkimusalat

Pääsy asiakirjaan

Sormenjälki

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