Mutual Trust: Joint Performance of an Operations Strategy Implementation—Securing the Value Chain by Preparedness

  • Vesa-Jukka Vornanen
  • Ari Sivula
  • Yang Liu
  • Josu Takala


This chapter discusses mutual trust in the daily construction of public safety. The chapter is based on the corresponding author’s article-based dissertation, with work connecting joint research articles to his action research. In doing so, this chapter summarizes the implementation of the strategy and how it has been studied. The research is limited to a municipal facilities’ service unit that aims to secure a common value chain for all situations. To do this, joint performance is required. The study is based on action research, with the use of mixed methods. The study utilized the resource-based view theory and empirically employs the balanced critical factor index method for managing the unit.


Strategy implementation Value chain securing Preparedness process Operations strategy Mutual trust 


  1. Carlzon, J. (1987). The moment of truth. Sydney: Harper & Row Pty Ltd.Google Scholar
  2. Jalonen, H. (2007). Kompleksisuusteoreettinen tulkinta hallinnollisen tehokkuuden ja luovuuden yhteensovittamisesta kunnallisen päätöksenteon valmistelutyössä. Akateeminen väitöskirja [Complexity-based interpretation of integrating effectiveness and creativity in the preparation of municipal decision-making. Academic dissertation]. Tampere University of Technology. Publication 693.Google Scholar
  3. Kano, N., Seraku, N., Takahashi, F., & Tsuji, S. (1984). Attractive quality and must-be quality. Hinhitsu. The Journal of the Japanese Society for Quality Control, 14, 39–48.Google Scholar
  4. Kaplan, R. S., & Norton, D. P. (2004). Strategy maps: Converting intangible assets into tangible outcomes. Boston: Harvard Business School Press.Google Scholar
  5. Kasanen, E., Lukka, K., & Siitonen, A. (1991). Konstruktiivinen tutkimusote liiketaloustieteessä. [A constructive research in business economics]. Liiketaloudellinen aikakausikirja, 40(3), 301–327.Google Scholar
  6. Lewin, K. (1946). Action research and minority problems. Journal of Social Issues, 2(4), 34–46.CrossRefGoogle Scholar
  7. Limnéll, J. (2014). Kyberaika muuttaa sotia ja konflikteja [Cyber time transforms wars and conflicts]. Helsingin Sanomat. 1.1.2014. Online:
  8. Liu, Y. (2013). Sustainable competitive advantage in turbulent business environments. International Journal of Production Research, 51(10), 2821–2841.CrossRefGoogle Scholar
  9. Meklin, P., & Paatelainen, S. (2006). Seinäjoen, Nurmon ja Ylistaron voimavarojen kokoamista ja yhdistämistä koskeva selvitys [Research on the pooling and consolidation of resources in Seinäjoki, Nurmo and Ylistaro municipalities]. Online:
  10. Porter, M. E. (1985). Competitive advantage: Creating and sustaining superior performance. New York: Free Press.Google Scholar
  11. Rannisto, P.-H. (2005). Kunnan strateginen johtaminen. Tutkimus Seinänaapurikuntien strategiaprosessien ominaispiirteistä ja kunnanjohtajista strategisina johtajina. Akateeminen väitöskirja. [Strategic management of the municipality. Research on the characteristics of the strategic processes of neighboring municipalities and municipal leaders as strategic leaders]. Acta Universitatis Tamperensis 1072. Tampere.Google Scholar
  12. Ranta, J.-M., & Takala, J. (2007). A holistic method for finding out critical features of industry maintenance services. International Journal of Services and Standards, 3(3), 312–325. Vaasa: University of Vaasa, Department of Production.Google Scholar
  13. Slezak, S. (2013). Why corporate cultures needs to adopt risk management. Global risk insights. Online:
  14. Takala, J., & Rautiainen, M. (2003). Measuring customer satisfaction and increasing It by choosing the right development subjects. The 2nd International Conference of Logistics & Transport, LOADO 2003.Google Scholar
  15. Takala, J., Hirvelä, J., Hiippala, P., & Nissinen, V. (2005). Management and deep leadership sand cone model for human resource allocation. 4th International DAAAM (Automation & Manufacturing) Conference, ATDC (Advanced Technologies for Developing Countries), Slavonski Brod, Croatia.Google Scholar
  16. Takala, J., Hirvelä, J., Liu, Y., & Malindzag, D. (2007). Global manufacturing strategies require “dynamic engineers”? Case study in Finnish industries. Industrial Management & Data Systems, 107(3), 326–344.CrossRefGoogle Scholar
  17. Vornanen, V-J. (2017). Joint performance – Preparedness in the municipal transformation 2009–2015: Securing the value chain by operations strategy implementation. University of Vaasa, Acta Wasaensia 369, Finland, p. 243.Google Scholar
  18. Vornanen, V.-J., & Takala, J. (2014). Towards joint performance: Building dynamic capabilities for public critical asset maintenance. Management, 9(3), 239–257.Google Scholar
  19. Vornanen, V.-J., Liu, Y., & Takala, J. (2013). Implementing sustainable competitive advantage to the public sector’s management system – By sense and respond methodology in facilities services unit’s preparedness. Management and Production Engineering Review, 4(3), 76–86.CrossRefGoogle Scholar
  20. Vornanen, V.-J., Sivula, A., & Takala, J. (2016). Hybrid management in preparedness: Utilizing cooperation and crowdsourcing to create joint performance in the logistic society. Management, 11(2), 152–170.Google Scholar
  21. Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5(2), 171–180.CrossRefGoogle Scholar
  22. Williamson, O. E. (1991). Strategizing, economizing, and economic organization. Strategic Management Journal, 12(S2), 75–94.CrossRefGoogle Scholar

Copyright information

© The Author(s) 2018

Authors and Affiliations

  • Vesa-Jukka Vornanen
    • 1
  • Ari Sivula
    • 1
  • Yang Liu
    • 2
  • Josu Takala
    • 1
  1. 1.University of VaasaVaasaFinland
  2. 2.Jinan UniversityGuangzhouChina

Personalised recommendations