Towards Joint Performance: Building Dynamic Capabilities for Public Critical Asset Maintenance vesa-jukka vornanen City of Seindjoki, Finland vesa.vornanen@seinajoki.fi josu takala University ofVaasa, Finland josu.takala@uva.fi This study aims to present path the joint performance - how the build dynamic capabilities for public critical asset maintenance. The study examined this by finding out the Sand Cone model and Kano model content linkages to the 20 Finnish largest municipality's Council's Action Plans (caps). The study overall is based on a case study, supplemented by the content analysis and the survey. Referring to the content analysis of Finnish 20 largest municipalities previous and current Council's decision-making 2012-2013, a common strategic objective is economic continuity. The case study explains the implementation to conduct multi-focused strategies to the common order fulfilment process. The dynamic capabilities conduct several strategic actions. The study utilized Critical Factor Index analysis to examine network partners. The most significant contributions of the paper are the task of resource allocation to achieving multi-focused strategic goals and an example how the task has been made of. Key words: local public government, dynamic capabilities, critical factor index, Kano model, sand cone model Introduction Does the number of public strategies fragmented common will? Fragmentation is characterized by a dynamic environment, but is it a complex puzzle without a corner piece? Complexity challenges the common objectives and policies on a large scale. Maintaining customer service delivery in every circumstance is a key objective of the Finnish society. In this study, combined with the Finnish 20 largest municipality decision-making and results of the maintenance network's dynamic capabilities research, is aiming to build a development path the joint performance. figure 1 Control and Economic Processes as a Part of Public Order Fulfilment Process Background How to build dynamic capabilities for public critical asset maintenance? This is the key question of the paper. In a larger perspective, the challenge is to find a solution to conduct the several public and Public-Private partnerships - organizations effectively for achieving sustainable competitive advantage - where to start? The research approach is as follows. The paper examined municipalities' sequential Councils' Action Plans (caps) to identify and quantify the frequency of keywords and content criteria of dynamic capabilities that were related to the Sand Cone and Kano model linkages. Referring to Rannisto (2005, 39) and Jalonen (2007, 171) the political and administrative processes are in close interaction in the preparation of municipal decision-making. To measure the public order fulfilment process goal, the paper drafts shared (1) the cAPs-based expectations and (2) Kano model-based customer satisfaction objectives -what matters taken into account to promote modern, the vital functions maintenance. To clarify the service network's operations the study brings together a CAPs-based proposal for Balanced Scorecard (bsc) criteria. To manage the service network, the research identifies a critical factor index (cfi) of the network's dynamic capabilities (3), see figure 1. The Bsc-based external customer is a functioning health care and welfare services under all circumstances, or other responsible authority's critical asset need in escalating circumstances - as an objective of a comprehensive security in the public order fulfilment process. Both the common factor is a useful and appropriate operational floor space, which will create a mission to reliable and resilient service supplier. In the case study supplier for the needs is the public facilities services unit, a municipal support service with service network. The network management is based on the publicly available Technical Centre's operation rule of the City of Seinajoki (Seinajoki 2011), and the author's role in the management of the public management post. The Author's organizational status is multi-dimensional. It includes strategic level task (Preparedness Liaison Officer), but not direct contact or systematic dialogue with the political decision-makers. In the paper, Author interprets the council's policies, identify capabilities and possibilities, and implement several development actions as in the portfolio approach in the case study. According to the Author's work history in three different size organization between 2002-14 (2002-6; -2000 citizens, 2006-9; -4500 citizens, 2009-; -60000 citizens), the size of the municipality organization's structure changes the nature of the officeholder activities, content and activity level, for example, closer to the customer interface and turbulent environment. Referring Beckford (1998, 160) the key to organizations' success rests on communication within the organization and between the organization and its environment. Tuomi (2012, 18) writes that, in many cases the situational approach would be suitable for the quality management in the public sector. There are three main tasks of the system: (1) strategic policymaking process, (2) design and development control, and (3) measure improvement actions, control and monitoring. Figure 1 illustrates the research's framework as well. the research design According to Arbnor and Bjerke (1997) the creation of methodological approach as a process, which combining the theory of science and methodology. The research paradigm has an influence to the whole research process from selecting the research problem, selecting the research methods, implementing the research, and finally the kind of contribution that can be achieved through the research. The study overall is based on a case study, supplemented by the content analysis and the survey, hence, the paper can be characterized as qualitative and multidisciplinary. Referring to Arbnor and Bjerke, this study examines the reality as mutually dependent fields of information, as a word of symbolic discourse, and as a social construction. The theoretical part describes methodology, and the empirical part builds dynamic capabilities. The study takes advantage of the resource-based theory and transformational leadership. The motivational factor to do the study is based on the multi-municipal-oriented risk management related research needs, especially from the municipality point of view. The need for the research emerged from the Annual Mu- table 1 Kano Model-Based Data Mining and the Structure of Content-Classification Example Criteria for CAPs-Based Service 'Must be' phrases in the caps Cost Flexibility Quality Time 'Profit for the year must be ...' Sum (weights) nc (0.000) nf (0.000) nq (0.000) nd (0.000) x nicipalities Risk Management Days event, which author participated and outlined the research challenges. Methodology The Kano model (Kano et al. 1984) helps to understand the product or service characteristics of relationship with customer satisfaction. The Kano model (www.kanomodel.com) defines the quality attributes of product/service in three ways: Performance, Basic, and Excitement. In this paper, the Kano model-based service expectations are formed from the 20 largest Finnish municipalities Council's Action Plans, caps. On the other words, the customer satisfaction to support service's processes is linked to multi-municipal expectations of service quality and characteristics (table 1). In the original, a competitive service meets Basic attributes, maximizes Performance attributes, and includes as many Excitement attributes as possible at a cost the market can bear. This study examines the caps contents according to performance capability criteria to form a successful business strategy. The Council's Action Plan (cap) is based on the Local Government Act (section 65). The local public government caps are publicly available materials. In substance, the cap can be described as functional or policy, and only first year of the plan, the budget, is legally binding. cap presents municipality's operating and financial targets. The cap is not just a strategy map, it is the multi-strategy map, the highest decision-making document that describes bywords and numbers all of the services operating principles of the municipality to produce and arrange. The cap has all strategic policies, highly approved information, which is based on the interpretations made. It is just the right length in relation to interpretability. Every Council is required to submit an action plan, as well as the previous did every year. The information provided by cap is possible to build an illustrative picture the multivalent municipality. Technically, the document is A4 size, traditionally printed on paper, and pages are written on both sides. More and more public documents are available on the internet too. As of 2013, Finland has 320 municipalities. The group of 20 major cities of Finland is based on the deci- sion of the Ministry of Finance, which set the productivity program co-ordination and follow-up group of the 20 largest municipalities of the 6th of May 2010. The group represents 2013 about 50.6% of Finland's population, but only 6.3% of all municipalities. The municipal elections are held every four years. Municipalities the highest decision-making body, Council, may change at the time and the municipal strategies may be subject to change as well. The latest municipal elections were 2012 and current Councils started in the beginning 2013. A year after this, it is the time to look at what kind of changes can be seen. The current Councils have their first administrative year behind. The Sand Cone model (Ferdows and De Meyer 1990) illustrates the structure of four different capabilities (Cost efficiency, Speed, Dependability, Quality) contributing to organizations' manufacturing strategies. In order to illustrate the layered nature of the strategic goals and the possibilities of achieving them in the Finnish Air Force (faf), the sand cone model of Ferdows and De Meyer was further developed to illustrate the total picture of the strategy (Takala et al. 2006, 339). In the faf case was used analytical hierarchy process (AHP)-based methodology to assess the central strategies and their key success factors concerning the credibility of defense goal at faf (Takala 2002). In this study, using a similar type of approach, but utilizing the content analysis of the AHP-method instead. Publicly available local strategic documents, caps, offer fast and at the same time cost-effective starting point for the exploration. The local public government strategy paper's interpretation is possible to form a competitive advantages and achieving it and also on leading the business strategy with the balanced scorecard. Table 2 shows the caps keywords, related to the linkages of the dynamic capabilities and forming balanced scorecard criteria. the dynamic capabilities Eisenhardt and Martin (2000) have written that dynamic capabilities are combined, rearranged, creative and release processes that make use of the resources to respond to market change and even create change. According to Teece (2007) dynamic capabilities can be divided into three different categories: (i) sensing of opportunities and threats, identification and assessment, (ii) seizing that potential and (iii) reconfiguring of constant reform, which means the competitiveness of maintenance, improvement by combining and protecting the organization's tangible and intangible capital and, if necessary, by redesigning it. According to Teece and Pisano (1994) dynamic capabilities help the organization to meet the rapidly changing business table 2 Balance Scorecard-Based Data Mining and the of Content Classification Structure Brand Brand External Dynamic Customer loyalty Customer loyalty structure capabilities Customer relationship Customer relationship (0.000) Customer satisfaction Customer satisfaction ict & it Information technology Internal Innovation Innovation process Process Process development (0.000) Engagement Engagement Learning Competence Competence and growth Expert, expertise Know-how (0.000) Knowledge, data, skills Knowledge Cooperation Benevolent collaboration Trust Empathy Empathy (0.000) Openness Openness Promise, trust Performance-to-promise Profession Professional relationship Customer, customers Customers Business Financial Financial performance Sales Sales (0.000) Sum of keywords environment newest and edited an operational capability, while at the same time they help the organization to renew or modify the resource base. Dynamic capabilities create new competitive resource configurations to capitalize changed. The Quantitative Content Analysis studies the linguistic material (Chi 1997). Varieties of content-classifications are used to analyze the phenomenon of contents and structures. Research problem and theoretical framework form the basis for categories of content selection and definition. Analysis follows the logic of statistical research. The data collected from the text according to the number of keywords. Structuring and grouping connects the results to the larger research context. The study used Krippendorff's (2004, 30) framework for content analysis. the business strategy and caps combined with the null-test According to Myers and Well (2003) the correlation is useful statistical technique when a researcher is interested to know if two variables are related to each other. The paper's key hypothesis of com- bining methodology is that the Null-test is positive; the result will be greater than zero. There are several reasons why this should be occurred. Municipalities have 535 statutory duties. The normative steering is same for all municipalities, as the Author has found not all the tasks exist in every municipality. In a smaller organization has smaller resources; there are fewer inhabitants, less customers in need of services, etc. Services have to adapt to even the declining population development. Municipal organizations with limited resources have to do collaboration to arrange services. Therefore, it is very likely the cap reflects the political activity and thereby preparation of Municipal decision-making too - as the size of the municipality because in the smaller municipalities are no time to write a lot of strategies. The expectation is that the cap reflects the municipality's strategic choices, which are expressed in the standard words; the more activities, the more strategic objectives. Thus, the amount of keyword 'strategy' and the length of the document are positively correlated with each other. In order to make prediction, the result should be statistically significant (0.001

0, this implies positive agreement among the ranks. The lower the p-value is, the more likely the result is reliable. It seems that only at the end of the Council's planning period, the result is statistically significant (0.001

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