Lampros Lamprinakis

Research Scientist

(+47) 911 27 492


Visiting address
Stortingsgt. 28, 0116 Oslo


My PhD was on the economic effects of cognitive dissonance and mental frames with an application to cooperatives (Department of Bioresource Policy, Business & Economics at the University of Saskatchewan in Canada). I currently work on issues related to value chains, innovation and the green shift – i.e., the transformation of Norwegian economy from the old model of a fossil fuel based system to one supported by renewable resources that are fully utilized. My research interests include industrial organization, game theory, economic psychology, cooperatives.

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Purpose The purpose of this paper is to introduce the concept of embeddedness, highlight its connection with corporate social responsibility (CSR) strategies, and argue for its importance in securing and strengthening organizational resiliency. Design/methodology/approach Embeddedness and CSR are both well-researched topics but have been typically addressed on separate literature streams. The paper draws upon this diverse literature to introduce a conceptual framework for embeddedness in CSR. Findings The paper illustrates the importance of embeddedness and how it can enhance existing CSR strategies. A strongly embedded organization becomes deeply rooted on its socio-economic and natural environments, thus setting a symbiotic relationship that extends beyond any narrowly defined business purposes. Strong embeddedness has the potential to increase and further expand any CSR-related benefits while shielding the firm from economic downturns and thus increasing its resilience. Originality/value The paper builds upon CSR literature by incorporating the concept of embeddedness and then proposing how such an approach can strengthen an organization and increase its resilience.


Mapping and valuating ecosystem services has gained increasing attention over the last years and remains high in the research agenda. In this paper, a mixed methods approach is used to valuate ecosystem services provided by the Divici-Pojejena wetland in Romania. A qualitative part relied on focus group discussions and interviews to identify key stakeholders and the ecosystem services provided by the wetland site. The benefit transfer (BT) method was used for the monetary valuation of the identified ecosystem services that the wetland provides. Bird watching opportunities, water quality, and flood prevention services are among the highest valued services, while the amenity services are the least valued among all wetland services.


Organizational development, change and adaptation are complex and challenging tasks that have been widely studied and debated, spanning from general change models and theories on organizational change, to change management theory and strategy literature. Even though issues surrounding organizational change have been extensively studied, the estimated success rates remain particularly low, thus keeping this kind of studies high in the research agenda. This article examines organizational change and adaptation in the context of institutional change. More specifically, the article examines the case of Valio, the biggest Finnish dairy company, and its reorganization and restructuring during the period surrounding Finland’s assessment to the EU in 1995. Valio’s case is particularly interesting since it involves a well-established “national institution”, with rich history and significant economic contribution to the national economy. The purpose of this paper is to explore how Valio’s managers perceived the organizational change efforts surrounding the period of EU accession and what change practices were followed. In doing so, the analysis adopts the comprehensive qualitative case study methodology having a descriptive and explorative approach. This approach involves several in-depth interviews with key Valio executives, stakeholders, and industry insiders. The analysis maps and identifies key themes and processes that characterized the change strategy and allowed for the successful organizational change.


Changes in the institutional and market environments can present new challenges for organizations. The ability to properly and adequately change and adapt to these new conditions can be crucial for organizations’ competitiveness and their long-term survival. The article offers a qualitative case study analysis on the transformation process of the biggest Finnish dairy organization, Valio, in the light of the country’s accession to the EU. The analysis is based on thirteen personal in-depth semi-structured interviews with management employees, executives, past directors and industry insiders. The examination covers several aspects of the organization’s efforts to adapt with a particular focus on processes, strategies, and transition stages, and thus provides invaluable insight that allows the better understanding of a successful transformation.


Valio, a well-established "national institution" in Finland, had a rich background based on cooperative tradition and extensive regional spread. In the late 1980s and early 1990s, the company had to undergo a process of change and re-organization in order to address the challenges arising from the EU accession. After years of restructuring and changing in its business model, Valio remains a major player in Finland and one of the most well-known brands in the region. The purpose of this case study is to stimulate a critical evaluation of the processes Valio undertook in order to address the coming challenges. The case is especially suited as a starting point for a broader discussion on organizational change and adaptation. Teaching notes are provided with proposals and questions.


Firms in the agri-food industry are embedded in a system of institutions, regulations and policies that shape their economic environment and affect their conduct and performance. Changes in this system can propose new challenges for the firms that need to adequately and efficiently change and adapt to the emerging environment. The following article examines how deep structural changes in the institutional and regulatory setting can be effectively addressed by organizational innovation and what can be the catalysts behind a successful innovation effort. In doing so the analysis examines the case of Valio, the largest Finnish dairy company and its reconstruction effort due to Finland’s EU accession in 1995. After years of restructuring and changing its business model the company remains a major player in Finland and one of the most well-known brands in the region.