Dissertation defence (Management and Organization): DSc (Tech) Sari Kola
Time
12.9.2025 12.00 – 16.00
DSc (Tech) Sari Kola defends the dissertation in Management and Organization titled “The power of we: Developing dynamic collaboration capability in inter-organizational multi-party collaboration” at the University of Turku on 12 September 2025 at 12.00 (University of Turku, Turku School of Economics, Lähitapiola lecture hall, Rehtorinpellonkatu 3, Turku).
The audience can participate in the defence by remote access: https://echo360.org.uk/section/12a09283-2b2e-48d5-81e1-6910fd8feab1/public
Opponent: Professor Paavo Ritala (LUT University)
Custos: Professor Satu Teerikangas (University of Turku)
Doctoral Dissertation at UTUPub: https://urn.fi/URN:ISBN:978-952-02-0291-0
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Summary of the Doctoral Dissertation:
The importance of this thesis lies in its contributions that enhance our ability to harness the “power of we” in solving systemic societal and economic problems. It argues that the strategic paradigm is shifting from organization-centric to collaboration-centric, as these systemic problems cannot be solved by a single organization.
The key contribution of this thesis “dynamic collaboration capability framework” approaches structuring and managing inter-organizational multi-party collaboration from strategic management, innovation management and organizational science points of view. It builds on strategic purpose and trust that evolve over time. By enhancing conceptual clarity related to different collaboration concepts, namely clusters, networks ecosystems and platforms, this thesis provides insights about the structuring logic underpinning inter-organizational multi-party collaboration, ultimately helping organizations manage both value creation and transition to value capture.
The frameworks presented in this thesis are validated by two longitudinal case studies: EnergySampo with focus on green transition in the energy industry and LUXTURRIM5G with focus on intelligent urban environments. With partners like ABB, Danfoss, Hitachi Energy, Wärtsilä, Nokia and many others, the two case studies provide invaluable insights on how inter-organizational multi-party collaboration unfolds in real life.
From the practical management and leadership perspectives, this thesis can help managers and leaders engage the hearts and minds of people and organizations to solve systemic problems together. Above all, the contributions of this research can help manage expectations of different organizations, structure inter-organizational multi-party collaboration to meet those expectations, and better manage portfolios of such collaboration, ensuring efficient use of resources and development of the dynamic capabilities needed in today’s business environment by harnessing the “power of we”.
The audience can participate in the defence by remote access: https://echo360.org.uk/section/12a09283-2b2e-48d5-81e1-6910fd8feab1/public
Opponent: Professor Paavo Ritala (LUT University)
Custos: Professor Satu Teerikangas (University of Turku)
Doctoral Dissertation at UTUPub: https://urn.fi/URN:ISBN:978-952-02-0291-0
***
Summary of the Doctoral Dissertation:
The importance of this thesis lies in its contributions that enhance our ability to harness the “power of we” in solving systemic societal and economic problems. It argues that the strategic paradigm is shifting from organization-centric to collaboration-centric, as these systemic problems cannot be solved by a single organization.
The key contribution of this thesis “dynamic collaboration capability framework” approaches structuring and managing inter-organizational multi-party collaboration from strategic management, innovation management and organizational science points of view. It builds on strategic purpose and trust that evolve over time. By enhancing conceptual clarity related to different collaboration concepts, namely clusters, networks ecosystems and platforms, this thesis provides insights about the structuring logic underpinning inter-organizational multi-party collaboration, ultimately helping organizations manage both value creation and transition to value capture.
The frameworks presented in this thesis are validated by two longitudinal case studies: EnergySampo with focus on green transition in the energy industry and LUXTURRIM5G with focus on intelligent urban environments. With partners like ABB, Danfoss, Hitachi Energy, Wärtsilä, Nokia and many others, the two case studies provide invaluable insights on how inter-organizational multi-party collaboration unfolds in real life.
From the practical management and leadership perspectives, this thesis can help managers and leaders engage the hearts and minds of people and organizations to solve systemic problems together. Above all, the contributions of this research can help manage expectations of different organizations, structure inter-organizational multi-party collaboration to meet those expectations, and better manage portfolios of such collaboration, ensuring efficient use of resources and development of the dynamic capabilities needed in today’s business environment by harnessing the “power of we”.
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