Exploiting Co-operational Resources and Organizational Capabilities in the Border Region of Haparanda-Tornio

• Main Author: Sorsa, Anne
• Other Authors: Kemi-Tornion ammattikorkeakoulu, Lapin ammattikorkeakoulu
• Format: Master Thesis
• Language: English
• Published: Kemi-Tornion ammattikorkeakoulu 2012
• Subjects: banking services; competitive advantage; cross-border area; dynamic capabilities; organizational resources; fi=Liiketalous; hallinto ja markkinointi|sv=Företagsekonomi; förvaltning och marknadsföring|en=Business Management; Administration and Marketing|; Degree Programme in International Business Management; Master´s Degree; International Business Management; ylempi AMK; Haparanda; Tornio; Kemi-Tornio
• Online Access: http://www.theseus.fi/handle/10024/44801

The general aim of this study is to exploit co-operational resources in the cross-border context of banking services within Nordea Sweden, especially in the branch office of Haparanda. It is explored how the proximity of the national border impact on branch offices operations. In addition, the role of the local level co-operation across national borders is revealed and the factors to develop co-operation are discussed. Finally, it is evaluated how the co-operation across the national border relates to the organizational resources and dynamic capabilities within Nordea Haparanda. This study is conducted as a qualitative case study, reflecting on co-operational experiences from other branch offices located near the national borders in Sweden. Semi-structured interviews and the literature review are used as main data colleting techniques. The theoretical framework builds on organizational resources and dynamic capabilities, as well as on knowledge creation and competitive advantage. Theoretical definitions are discussed in the cross-border context when analysing the findings of the study. Useful insights in the reality of cross-border branch offices are provided. Co-operation across national borders is more or less embedded in the daily routines when serving customers. Moreover, branch offices possess specialized knowledge and capabilities which could be leveraged further. Consequently, several areas for further research arise. Some parts of the chapter 1, the sub-chapter 2.2 and chapter 7 are regarded confidential. Furthermore, the sub-chapter 3.4 in whole, the empirical part of this study and the discussion part are confidential. Therefore these are not published in the Kemi-Tornio University of Applied Sciences library version. Moreover, the Appendices are classified as confidential and are not published in the library version.