Matrix-like operations model as part of local government reform

Event start date
Event start time
12.00
Place

Pinni B building auditorium 1096, address: Kanslerinrinne 1.

Organiser(s)

Doctoral defence of M.Sc., MBA Mikko Pakarinen

Matriisimainen toimintatapa kuntaorganisaation uudistamisen osana : Tutkimus Turun kaupungin toimintamalliuudistuksesta (Matrix-like operations model as part of local government reform : Study of management and operations reformation of City of Turku)

The field of science of the dissertation is Administrative science.

The opponent is professor Pirkko Vartiainen (University of Vaasa). Professor Jari Stenvall acts as the custos.

The language of the dissertation defence is Finnish.

Matrix-like operations model as part of local government reform : Study of management and operations reformation of City of Turku

Dissertation examines the implementation of a matrix-like operations model as part of the management and operations reformation of a large Finnish municipality, and in a broader sense, as part of the management development of public administration. The topic is approached from three viewpoints: What is being pursued by implementing the matrix model as part of the reformation of the City of Turku management and operations model; what should be observed by a public administration organization in implementing and managing the matrix structures; and in which situations have public administration organizations decided on the matrix structures and what kind of evidence is there of the achieved benefits?

Based on research results it can be argued that the objectives set for management and operations reform of City of Turku, and the adoption of matrix-like structures as part of that, are generally applicable for objectives set for other public administration reformation and adoption of matrix structures in general. This research presents a model of six different dimensions which should be observed when implementing and managing matrix structures in a public sector organization. Strategy, structure, processes, resources, personnel, and reward practices stand out, and at the core of their implementation is managing the change which is related to different dimensions.

The matrix model has been looked at as a helpful solution in various situations and public administration organizations all over the world. However, the proven utility of matrix is often left unclear. Best evidence of benefits found is linked in small-scale matrix-like cooperation structures, such as cross-functional teams. In the light of this research it would be useful to study the optimal use of cross-functional teams as a method to reach the objectives set for structural changes of public sector organizations. In general, this study confirm the results of earlier research made, and the advantages and disadvantages identified in adoption and implementation of matrix-like structures and matrix management in City of Turku are very same as in other public and private sector organizations.

When a Finnish public sector organization reforms its operational model and, as a part of this, implements matrix-like management and operations models and structures, the organization is seeking similar benefits and meeting similar challenges during the change process as other organizations around the world. The research results can also be utilized more widely in specifically researching Finnish public sector organizations, and in the development of internal functions of large public sector organization.

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The dissertation is published in the publication series of Acta Universitatis Tamperensis; 2295, Tampere University Press, Tampere 2017. The dissertation is also published in the e-series Acta Electronica Universitatis Tamperensis; 1798, Tampere University Press 2017.

Additional information