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Strategic change in the forest industry towards the biorefining business

机译：森林产业朝着生物精炼业务的战略转变

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摘要

The aim of the study was to explore the current forest industry's change features, necessary resources and management for the biorefining business in Scandinavia and North America. A total of 23 representatives from the forest, bioenergy and bioproducts sectors participated in themed interviews in the last round of a three-phase Delphi study. In both Scandinavian and North American forest industries, a conservative organizational culture and lack of financial resources create barriers to change. The role of the forest industry in the forest biorefinery consortium is largely seen to be that of a biomass provider. The scope of change depends on context-specific features, such as biorefinery location and raw material availability. Operating a commercial-scale biorefinery facility requires both new managerial and operational-level skills. Readiness for change needs to be embedded in the organizational culture - and the key to attaining this is open-minded organizational management. It is believed that there are innovative personnel in forest industry companies, yet the current culture does not encourage such people to submit their ideas. Success in the biorefinery business cannot be achieved without collaboration. However, sharing of profits among partners in the consortium will be challenging.
机译：该研究的目的是探索斯堪的纳维亚半岛和北美地区当前森林产业的变化特征，必要的资源和生物炼制业务的管理。来自森林，生物能源和生物制品行业的23位代表参加了德尔菲三阶段研究的最后一轮的主题访谈。在斯堪的纳维亚和北美的林业产业中，保守的组织文化和缺乏财务资源都为变革提供了障碍。森林工业在森林生物精炼财团中的作用在很大程度上被认为是生物量提供者。变化的范围取决于特定于上下文的功能，例如生物精炼厂的位置和原材料的可用性。经营商业规模的生物精炼厂需要同时具备新的管理和操作技能。变革的准备需要嵌入组织文化中，而实现这一目标的关键是思想开放的组织管理。人们相信，林业公司中有创新的人才，但是当前的文化并不鼓励这些人提出自己的想法。没有协作，就无法在生物炼制业务中取得成功。但是，在财团的合作伙伴之间分享利润将具有挑战性。

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