Orchestrating the Emergence of an Innovation University
Juvonen, Pasi; Palo-oja, Outi-Maaria; Jalonen, Meri (2022)
Juvonen, Pasi
Palo-oja, Outi-Maaria
Jalonen, Meri
Editoija
Mishra, Shreya
Dey, Ajoy K.
Bloomsbury Publishing India
2022
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi-fe20230905119662
https://urn.fi/URN:NBN:fi-fe20230905119662
Tiivistelmä
Objective:
Our study discusses the current situation and actions of a multidisciplinary Finnish Higher Education Institute (HEI) in its transformation journey towards an Innovation University for Working Life as stated in strategy.
Phenomenon:
In recent years, several HEI mergers have taken place in Finland. The mergers have sought administrative savings but also a stronger position to develop the region and the business community through education and applied research. Although the topic has aroused interest, the experiences of internal actors in the organization have received little attention in the literature.
Theoretical Anchoring:
Our analysis draws on theories HEIs as part of regional innovation ecosystem, mergers in HEI context, and leadership models of change management.
Context:
The LAB University of Applied Sciences aims to become an Innovation University for working life. This objective requires both stronger cooperation between HEI’s units, research and development and teaching activities and university-industry collaboration. The outcome of these actions will foster the HEI’s journey toward an innovation ecosystem and at the same time enable the HEI to broaden its external funding base.
Research Design:
The method of data collection is at-home ethnography as the research is conducted by authors who study a setting, in which they are natural participants. The data consists of documents and field notes of daily development actions, and interviews with 12 representatives of organizations involved in this change. Thematic analysis is used to determine the key challenges of the change process through which the HEI aims to achieve its goal.
Findings:
Two years after the merger, the new organization is still looking for direction. The managers and employees of the HEI perceive the goals as somewhat contradictory and challenging. Efforts have been made to engage external stakeholders in order to strengthen the profile of the organization. The transformation thus requires leadership that mobilizes personnel to move from old practices to new one.
Our study discusses the current situation and actions of a multidisciplinary Finnish Higher Education Institute (HEI) in its transformation journey towards an Innovation University for Working Life as stated in strategy.
Phenomenon:
In recent years, several HEI mergers have taken place in Finland. The mergers have sought administrative savings but also a stronger position to develop the region and the business community through education and applied research. Although the topic has aroused interest, the experiences of internal actors in the organization have received little attention in the literature.
Theoretical Anchoring:
Our analysis draws on theories HEIs as part of regional innovation ecosystem, mergers in HEI context, and leadership models of change management.
Context:
The LAB University of Applied Sciences aims to become an Innovation University for working life. This objective requires both stronger cooperation between HEI’s units, research and development and teaching activities and university-industry collaboration. The outcome of these actions will foster the HEI’s journey toward an innovation ecosystem and at the same time enable the HEI to broaden its external funding base.
Research Design:
The method of data collection is at-home ethnography as the research is conducted by authors who study a setting, in which they are natural participants. The data consists of documents and field notes of daily development actions, and interviews with 12 representatives of organizations involved in this change. Thematic analysis is used to determine the key challenges of the change process through which the HEI aims to achieve its goal.
Findings:
Two years after the merger, the new organization is still looking for direction. The managers and employees of the HEI perceive the goals as somewhat contradictory and challenging. Efforts have been made to engage external stakeholders in order to strengthen the profile of the organization. The transformation thus requires leadership that mobilizes personnel to move from old practices to new one.