By Juha Laurila
Frequently organizations introduce new expertise in an incremental method, properly trying to minimise the antagonistic results which enterprise and staff could face. notwithstanding, this isn't continually the case. occasionally technological discontinuities happen while appreciably assorted technological structures and dealing practices are carried out, with the potential of common disruption and clash. This publication seems to be at this topical factor in the course of the stories of the overseas giants of the Finnish paper - an on the leading edge of basic technological innovation.
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Additional resources for Managing Technological Discontinuities: The Case of the Finnish Paper Industry (Management of Technology and Innovation)
Cannella and Monroe 1997)) has more systematically examined the processual features of management-initiated change. In general, this body of work argues that the ability of top managers to mobilise others is conditioned by the relationship between them as leaders and their subordinates as followers (Yukl and Van Fleet 1992). This means that top managers have power to mobilise but their power is always conditioned by the fact that their subordinates continuously assess their skills and capabilities (Finkelstein 1992).
Successful venturing provides opportunities for individual managers to improve their own position and that of their businesses in large corporations (Burgelman and Sayles 1986). Even more importantly, however, successful projects also create personal feelings of competence and pride and identity for the managers involved as experts in their fields (cf. Sturges 1997). Thus the motivation of individuals and groups of managers to work for a specific project is partly based on personal achievement.
Thus the various tangible and intangible benefits involved in technological discontinuities temporarily unite conflicting managerial actors. As a consequence, persuasive and compelling action by top managers is not the key tr igger for the mobilisation of managerial actors. Instead, coalition-forming between actors possessing different kinds of capabilities and power positions within the managerial hierarchy should be understood as a consequence of a process in which both rationalistic calculations and less rational emotional aspects are involved.