Organizational learning and leadership styles Organizational learning and leadership styles in RTOs: in RTOs: A multilevel perspective in Tecnalia A multilevel perspective in Tecnalia Javier Ruiz Javier Ruiz Tecnalia Innovation Systems Unit Tecnalia Innovation Systems Unit E-mail: E-mail: [email protected]Abstract: Abstract: Complexity leadership theory has been used to understand Complexity leadership theory has been used to understand organizational learning processes (exploration and exploitation and 4I organizational learning processes (exploration and exploitation and 4I model) in complex multidisciplinary R&D projects in RTOs merging in model) in complex multidisciplinary R&D projects in RTOs merging in Tecnalia. Qualitative research and propositions are discussed in the Tecnalia. Qualitative research and propositions are discussed in the case study. Mechanisms and context in which adaptive, enabling and case study. Mechanisms and context in which adaptive, enabling and administrative leadership functions at operational and strategic level administrative leadership functions at operational and strategic level are identified and described. are identified and described. Keywords: Keywords: organizational learning processes, complexity leadership organizational learning processes, complexity leadership functions, multidisciplinary R&D projects, merging RTO Tecnalia functions, multidisciplinary R&D projects, merging RTO Tecnalia.
Transcript
Organizational learning and leadership styles in RTOs: Organizational learning and leadership styles in RTOs: A multilevel perspective in TecnaliaA multilevel perspective in Tecnalia
Javier RuizJavier RuizTecnalia Innovation Systems UnitTecnalia Innovation Systems Unit
Abstract:Abstract: Complexity leadership theory has been used to understand organizational Complexity leadership theory has been used to understand organizational learning processes (exploration and exploitation and 4I model) in complex learning processes (exploration and exploitation and 4I model) in complex multidisciplinary R&D projects in RTOs merging in Tecnalia. Qualitative research multidisciplinary R&D projects in RTOs merging in Tecnalia. Qualitative research and propositions are discussed in the case study. Mechanisms and context in which and propositions are discussed in the case study. Mechanisms and context in which adaptive, enabling and administrative leadership functions at operational and adaptive, enabling and administrative leadership functions at operational and strategic level are identified and described. strategic level are identified and described.
• 20 interviews (technology, market, 20 interviews (technology, market, management). A semi-structured management). A semi-structured questionnaire was used after being questionnaire was used after being tested following a first round of 5 tested following a first round of 5 interviews. The information gathered was interviews. The information gathered was recorded, transcribed, analyzed and recorded, transcribed, analyzed and coded for emergent issues, using coded for emergent issues, using inductive qualitative methods.inductive qualitative methods.
• Case studies of multidisciplinary Case studies of multidisciplinary projects (EDEN & ATN) and merger projects (EDEN & ATN) and merger process were developed and compared process were developed and compared in order to identify emergent routines in order to identify emergent routines and practices being transferred across and practices being transferred across projects.projects.
Multilevel case study: Operational (ATN project)Multilevel case study: Operational (ATN project)
Work packages:Work packages:
• n-TiO2 photocatalytic activity modification.n-TiO2 photocatalytic activity modification.• Obtaining nanostructured steel. Use of nanoparticles.Obtaining nanostructured steel. Use of nanoparticles.• Analysis of opportunities in evaluating the impact of nanoparticles Analysis of opportunities in evaluating the impact of nanoparticles on health.on health.• Nanoparticles for treating sites (contaminated soil).Nanoparticles for treating sites (contaminated soil).
Features:Features:
• Dominant dynamic of knowledge Dominant dynamic of knowledge generation (Exploration)generation (Exploration)• 20 researchers involved20 researchers involved• Exploitation based on management Exploitation based on management of IPR and spin-offs of IPR and spin-offs
Multilevel case study: Operational (EDEN project)Multilevel case study: Operational (EDEN project)
• Developing new energy Developing new energy products for buildings, new products for buildings, new concept design of energy concept design of energy efficient buildings and efficient buildings and neighborhoods.neighborhoods. • Project lifetime 2008-2010. Project lifetime 2008-2010.
• Budget of €3.8M plus Budget of €3.8M plus investments of €1.8Minvestments of €1.8M
Dominant dimension of exploitation, through the integration of Dominant dimension of exploitation, through the integration of competences (materials engineering, systems for converting and competences (materials engineering, systems for converting and storing energy and smart networks, industrialization of the storing energy and smart networks, industrialization of the construction process and its standardization) and the development of construction process and its standardization) and the development of new productsnew products
Multilevel case study: Strategic LevelMultilevel case study: Strategic Level
After signing up a merged protocol last June 24th 2009, the six research and technology After signing up a merged protocol last June 24th 2009, the six research and technology organizations Cidemco, Esi, Fatronik, Inasmet, Labein and Robotiker, are progressing into organizations Cidemco, Esi, Fatronik, Inasmet, Labein and Robotiker, are progressing into their merger process. The new RTO named “Tecnalia Research and Innovation” is starting their merger process. The new RTO named “Tecnalia Research and Innovation” is starting operations in January 2011 with 1300 staff and more than 110 millions € of turnover. operations in January 2011 with 1300 staff and more than 110 millions € of turnover.
Structure for decision making during the Structure for decision making during the integration (source: adapted from integration (source: adapted from Integration Office)Integration Office)
Structure
Management Committee
External Consulting
Integration Committee
Director of the Merging Process
Integration Committee
Working GroupsWorking Groups
People (HR) Market TechnologyR&D
ProgrammesTesting & Cal. Laboratories
Marketing & Communication
Quality & Information
Systems
Innovation & IPREco-Fin Serv. Gles y
Legal/Fiscal
Working Groups linked to support processes Working Groups linked to business processes
Leadership functions and organizational Leadership functions and organizational learning processes in the context of learning processes in the context of
observationobservationContexts of ObservationContexts of Observation Learning Learning
P1.P1. Adaptive Leadership Function (ALF) dominates in Adaptive Leadership Function (ALF) dominates in knowledge exploration of complex multidisciplinary R&D knowledge exploration of complex multidisciplinary R&D projects, where intuition and interpretation are key projects, where intuition and interpretation are key learning processeslearning processes
PP2.2. Enabling Leadership Function (ELF) articulates Enabling Leadership Function (ELF) articulates knowledge integration for exploitation of complex knowledge integration for exploitation of complex multidisciplinary R&D projectsmultidisciplinary R&D projects
P3.P3. Administrative Leadership Function (BLF) dominates Administrative Leadership Function (BLF) dominates the merging process of six RTOs, where institutionalization the merging process of six RTOs, where institutionalization is a key organizational learning process is a key organizational learning process
PropositionsPropositions
P1.P1. Adaptive Leadership Function (ALF) dominates in knowledge exploration Adaptive Leadership Function (ALF) dominates in knowledge exploration of complex multidisciplinary R&D projects, where intuition and interpretation of complex multidisciplinary R&D projects, where intuition and interpretation
are key learning processesare key learning processesObservations (ATN, EDEN) support this propositionObservations (ATN, EDEN) support this proposition
PP2.2. Enabling Leadership Function (ELF) articulates knowledge integration for Enabling Leadership Function (ELF) articulates knowledge integration for exploitation of complex multidisciplinary R&D projectsexploitation of complex multidisciplinary R&D projects
Observations partially support P2 Observations partially support P2
P3.P3. Administrative Leadership Function (BLF) dominates the merging Administrative Leadership Function (BLF) dominates the merging process of six RTOs, where institutionalization is a key organizational process of six RTOs, where institutionalization is a key organizational
learning process learning process Observations (merging 6 RTO process) support P3Observations (merging 6 RTO process) support P3
ConclusionsConclusions
Conclusions (I)Conclusions (I)
1.1. Context and mechanisms have been identified for adaptive Context and mechanisms have been identified for adaptive leadership function operating in exploration activities (feed-leadership function operating in exploration activities (feed-forward from intuition and interpretation to integration), which forward from intuition and interpretation to integration), which dominates at operational level (ATN project). dominates at operational level (ATN project).
2.2. Also the observations permitted to identify mechanisms for Also the observations permitted to identify mechanisms for enabling leadership function operating in exploitation activities enabling leadership function operating in exploitation activities (feed-back from institutionalization to integration) at (feed-back from institutionalization to integration) at operational level (EDEN project). However, the spaces for the operational level (EDEN project). However, the spaces for the enabling function to operate were determined by the middle enabling function to operate were determined by the middle managers’ style, underlining administrative or adaptive managers’ style, underlining administrative or adaptive functions. functions.
Conclusions (II)Conclusions (II)
3.3. Administrative leadership function dominates at strategic level Administrative leadership function dominates at strategic level in the process of merging, where reinforcing institutionalized in the process of merging, where reinforcing institutionalized learning moving from organization to groups and individuals is a learning moving from organization to groups and individuals is a key process.key process.
Practical implications have been extracted for the Practical implications have been extracted for the implementation of new transdisciplinary R&D projects in terms implementation of new transdisciplinary R&D projects in terms of the profile of leaders and the organizational setting for of the profile of leaders and the organizational setting for success. Also simplification strategies have been adopted in the success. Also simplification strategies have been adopted in the merging process as well as in creating new working groups.merging process as well as in creating new working groups.
