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Mikko Ketokivi

WHO

Mikko Ketokivi

AREA

Operations & Technology

Mikko Ketokivi is a Professor of Operations Management and Organization Design at IE Business School. He received a Ph.D. in business administration from the University of Minnesota, and a B.Sc. and a M.Sc. from Iowa State University.

Dr. Ketokivi’s research, teaching, and consulting are best described as a combination of economics, sociology, psychology, management, philosophy, and statistics. In addition to the substantive topics of operations management and organization design, he specializes in methodology: research design, analysis of complex statistical data, measurement, reasoning, scientific rhetoric, and argumentation. “Numbers are important, but the essence of an argument lies in convincing an audience through effective rhetoric. To this end, numbers are merely one ingredient.”

Dr. Ketokivi’s teaches operations management, organization design, and research methods in the MBA, DBA, and PhD programs. In addition to IE Business School, he has taught at HEC School of Management (France), HEC Lausanne (Switzerland), Benedictine University (USA), University of Minnesota (USA), and Helsinki University of Technology (Finland).

Dr. Ketokivi’s research has been published in journals such as the Administrative Science Quarterly, Academy of Management Review, Strategic Management Journal, and Journal of Operations Management. In 2015-2017, he served as Co-Editor-in-Chief of Journal of Operations Management, one of the premier journals in operations management research. In addition, he serves or has served on the editorial boards of Academy of Management Review, Decision Sciences, and Production and Operations Management. “Academic publications are obviously an essential part of professional legitimacy. We must never, however, shy away from leaving the safe havens of academic discourse and convenient assumptions to tackle real problems faced by real organizations. Toward this end, we must be willing to abandon our paradigms and embrace the complexity, the dilemma, and the ambiguity that is organizational life.”

Academic Background

• Ph.D. in Business Administration, University of Minnesota, USA

• M.Sc. in Business Administrative Sciences, Iowa State University, USA

• B.Sc. in Business Administration, Iowa State University, USA

Academic Experience

• Professor, IE Business School (2010 – present)

• Senior Fellow, The Research Institute of the Finnish Economy (2006 – present)

• Distinguished Visiting Scholar, Benedictine University (2015 – present)

• Scientific Advisor and Managerial Consultant (2005 – present)

• Distinguished Senior Fellow, Hanken School of Economics (2010 – 2011)

• Visiting Professor, HEC Lausanne (2009 – 2010)

• Visiting Professor, IE Business School (2007 – 2009)

Affiliate Professor, HEC School of Management, Paris (2006 – 2007)

Senior Lecturer, Helsinki University of Technology (2006 – 2010)

Corporate (and other professional) Experience

• Through his private consultancy, Dr. Ketokivi has worked in close collaboration with both public and private research organizations as well as private enterprises, providing his clients and partners research services and consulting on the analysis of complex statistical data in particular. He also actively consults and provides management training on organization design and strategic operations management in various industries.

• Dr. Ketokivi is one of the Founding Partners and the Chairman of the Board of Pama Hockey, a Finnish high-tech industrial firm that designs and manufactures high-end composite ice hockey sticks.

Key Publications

• Ketokivi, M., Turkulainen, V., Seppala, T., Rouvinen, P., & Ali-Yrkko, J. (2017). “Why Locate Manufacturing in a High-Cost Country: A Case Study of 35 Production Location Decisions”. Journal of Operations Management, Vol. 49-51:20-30

• Ketokivi, M., Mantere, S., & Cornelissen, J. P. (2017). “Reasoning by analogy and the progress of theory”. Academy of Management Review, 42(4), 637-658

• Ketokivi, M., & McIntosh, C. (2017). “Addressing the endogeneity dilemma in operations management research: Theoretical, empirical, and pragmatic considerations”. Journal of Operations Management, 52, 1-14

• Ketokivi, M., Turkulainen, V., Seppälä, T., Rouvinen, P., & Ali-Yrkkö, J. (2017). “Why locate manufacturing in a high-cost country? A case study of 35 production location decisions”. Journal of Operations Management, 49-51, 20-30

• Groop, J., Ketokivi, M., Gupta, M., & Holmstrom, J. (2017). “Improving home care: Knowledge creation through engagement and design”. Journal of Operations Management, 53-56, 9-22

• Ketokivi, M., & Mahoney, J. T. (2016). “Transaction cost economics as a constructive stakeholder theory”. Academy of Management Learning & Education, 15(1), 123-138

• Ketokivi, M., & Choi, T. (2014). “Renaissance of case research as a scientific method”. Journal of Operations Management, 32(5), 232-240

• Mantere, S., & Ketokivi, M. (2013). “Reasoning in organization science”. Academy of Management Review, 38(1), 70-89

• Ketokivi, M., & Mantere, S. (2010). “Two strategies for inductive reasoning in organizational research”. Academy of Management Review, 35(2), 315-333

• Holmstrom, J., Ketokivi, M., & Hameri, A.-P. (2009). “Bridging practice and theory: A design science approach”. Decision Sciences, 40(1), 65-87

• Ketokivi, M. (2006). “Elaborating the contingency theory of organizations: The case of manufacturing flexibility strategies”. Production and Operations Management, 15(2), 215-228

• Ketokivi, M., & Jokinen, M. (2006). “Strategy, uncertainty and the focused factory in international process manufacturing”. Journal of Operations Management, 24(3), 250-270

• Ketokivi, M., & Castaner, X. (2004). “Strategic planning as an integrative device”. Administrative Science Quarterly, 49(3), 337-365