Strategiatyökalujen organisaatiopoliittinen käyttö konsernin muutostilanteessa

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dc.contributorAalto-yliopistofi
dc.contributorAalto Universityen
dc.contributor.authorOlava, Juha 
dc.contributor.departmentJohtamisen ja kansainvälisen liiketoiminnan laitosfi
dc.contributor.departmentDepartment of Management and International Businessen
dc.contributor.schoolKauppakorkeakoulufi
dc.contributor.schoolSchool of Businessen
dc.contributor.supervisorLilja, Kari, professor 
dc.date.accessioned2013-11-26T13:31:32Z
dc.date.available2013-11-26T13:31:32Z
dc.date.defence2012-05-25 
dc.date.issued2012 
dc.description.abstractThis dissertation examines the use of strategy tools in an organizational political context. The term organizational politics refers to the activities of individuals and organizational sub-groups which promote their own views and interests. Organizational politics involve actions with which individuals and sub-groups acquire, create and use power. This dissertation is a case study of a large insurance and financial services company undergoing a significant change. The empirical data was produced by participatory methods. Admission to the case organization was achieved by utilizing a consulting project ongoing in the organization. The researcher was involved in the project as a representative of the consulting company. A great majority of research exploring strategy tools has taken little notice of the organizational political aspect. However, very recently a few such studies have appeared. This dissertation participates in this emerging discussion of strategy tool usage by enlightening the phenomenon of the organizational politics of choosing and customizing strategy tools. The research results show that different activity-based managerial groups may for organizational political reasons strongly disagree about the most suitable strategy process model for their organization. The managerial groups of the case organization actively legitimized their own views of the perfect strategy process model. They promised success for the organization as a whole by using attractive managerial and economic criteria. Deeper analysis, however, reveals that each suggested model would have significantly strengthened the position of the supporting managerial group at the expense of other managerial groups. The example of the case organization shows that the executives at the highest corporate level may find means to turn this power struggle phenomenon to their benefit – even in the midst of a difficult and tense structural change. Competition for control of the strategy process can be steered from the present towards the future. This is done by launching new strategy tools designed for the calmer future already in the middle of the ongoing dramatic change, and by giving the power hungry managerial groups special privileges in developing these strategy tool solutions of tomorrow. All this has great potential to turn the organization's critical organizational political attention away from the acute strategy process. This dissertation also identifies and considers other related mechanisms of the organizational political use of strategy tools. Furthermore, it offers explanations to how the organizational political use of strategy tools is possible in the first place.en
dc.dissid448 
dc.format.extent 
dc.format.mimetypeapplication/pdfen
dc.identifier.bibid609025 
dc.identifier.isbn978-952-60-4596-2 
dc.identifier.issn1799-4942 
dc.identifier.urihttps://aaltodoc.aalto.fi/handle/123456789/11559
dc.identifier.urnURN:ISBN:978-952-60-4596-2 
dc.language.isofien
dc.opnJuuti, Pauli, professor, Lappeenranta University of Technology, Finland 
dc.programme.majorOrganisaatiot ja johtaminenfi
dc.programme.majorOrganization and Managementen
dc.publisherAalto Universityen
dc.publisherAalto-yliopistofi
dc.relation.ispartofseriesAalto University publication series. DOCTORAL DISSERTATIONSfi
dc.relation.ispartofseries48/2012fi
dc.subject.heleconjohtaminen 
dc.subject.heleconyritykset 
dc.subject.heleconkonsernit 
dc.subject.heleconstrategia 
dc.subject.heleconmuutos 
dc.subject.heleconorganisaatio 
dc.subject.heleconvalta 
dc.subject.heleconmanagement 
dc.subject.heleconcompanies 
dc.subject.heleconconsolidated companies 
dc.subject.heleconstrategy 
dc.subject.heleconchange 
dc.subject.heleconorganization 
dc.subject.heleconpower 
dc.titleStrategiatyökalujen organisaatiopoliittinen käyttö konsernin muutostilanteessafi
dc.typeG4 Monografiaväitöskirjafi
dc.type.dcmitypetexten
dc.type.ontasotVäitöskirja (monografia)fi
dc.type.ontasotDoctoral dissertation (monograph)en
local.aalto.digiauthask
local.aalto.digifolderAalto_66460
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