Managing Technological Discontinuities : The Case of the Finnish Paper Industry

Cover -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- List of illustrations -- Preface -- Acknowledgements -- 1 Introduction -- Some theoretical background -- Research design -- The contribution of the present study -- The outline of the book -- 2 Management and technological discontinuities -- Technology as an outcome of managerial action -- The nature of managerial subdivisions -- Technological discontinuities as a managerial challenge -- 3 Mobilisation of managerial actors for discontinuous change -- Paths forward in the conceptualisation of management mobilisation -- Conclusions -- 4 The research process -- The relevance of the Finnish paper industry for the study of managing technological discontinuities -- The argument for a longitudinal single case study -- Research access and evidence obtained -- Managing the interview process -- 5 Overview of the technological discontinuity in focus -- The Tampella paper mill before the discontinuity -- The content of the discontinuity: introducing new products and production technologies -- The implementation of the discontinuity -- Conclusions -- 6 The actor perspective to the discontinuity: how did management become mobilised? -- Characterisation of the managerial actors involved in the discontinuity -- Mobilisation of managerial actors: the discontinuity as a response to divergent managerial and personal objectives -- The decline of mobilisation: the discontinuity as a threat to the actors' objectives -- Triggers for and obstacles to mobilisation for technological discontinuities -- 7 Building a contextual explanatory framework for technological discontinuities -- Developing capabilities through technological discontinuities -- Changes in the corporate resource base -- Changes in the corporate business environment.