Browsing by Author "Braganza, Ashley"

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    Business process resource networks: a multi-theoretical study of continuous organisational transformation
    (Cranfield University, 2016-04) Stebbings, H.; Denyer, David; Pilbeam, Colin; Braganza, Ashley
    Drawing on multiple theoretical lenses, this research studies continuous transformation, or ‘morphing’, of a business process resource network (BPRN). The aim is to further our understanding of continuous organisational change at the lowest levels of analysis within an organisation: that is, at the resource level, and that resource’s relationships to other resources as they exist within a BPRN. Data was gathered from a single, in depth case study. Analysis was achieved by means of mapping BPRN evolution using ‘temporal bracketing’, ‘visual’ and ‘narrative’ approaches (Langley, 1999). The analysis revealed two mechanisms that appear to govern microstate morphing: bond strength and stakeholder expectation. In addition, four factors emerged as important: environmental turbulence, timing and timeliness of changes, concurrency of changes, and enduring business logic. An emergent model of microstate morphing which acknowledges the importance of socio-materiality in actor network morphogenesis (ANM) is presented. This study shows how effective relationships and configuration of resources within the BPRN can be achieved to facilitate timely, purposeful morphing. Five propositions are offered from the emergent ANM model. Specifically, these relate to the conditional operating parameters and the identified generative mechanisms for continuous organisational transformation within the BPRN. Implications for practice are significant. A heuristic discussion guide containing a series of questions framed around the ANM model to highlight the challenges of microstate morphing for practitioners is proposed. Two routes for future research are suggested: replication studies, and quantifying BPRN change in relation to an organisation’s environment using a ii survey instrument and inferential statistical analysis based on the ANM model features and propositions.
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    The change initiative diamond : a framework to balance business process redesign with other change initiatives
    (1996) Price, Janet; Braganza, Ashley; Weiss, Oscar
    In many organisations radical change towards a process orientation, often termed Business Process Redesign/Re-engineering (BPR), is being undertaken with the aim of achieving very significant improvements in performance. Often scholars and consultants suggest that managers should base their redesign efforts on a ‘clean sheet’ view of the organisation. There appears to be an implicit assumption that BPR initiatives will take place in organisations where no other changes are in progress. In practice this does not appear to be the case; in many enterprises BPR is instigated against a back-drop of a plethora of change initiatives which have been designed to address previous strategic and tactical issues. The literature deals inadequately with the relationship between BPR and other change initiatives. Hence managers often do not appreciate the way in which these initiatives can contribute, or indeed hinder, the implementation of a major BPR programme. A framework to enable managers gain an overview of initiatives already in place, to ensure that work was not be duplicated and to identify and redeploy resources more efficiently would be of value. In addition, this information would contribute to more effective decision making when managers are called upon to deal with existing change initiatives in parallel with BPR. Janet Price, Ashley Braganza and Oscar Weiss present a framework, the Change Initiative Diamond, which has been developed to classify existing change projects within an organisation or strategic business unit prior to a BPR initiative. The authors present two organisational examples of ways in which the Diamond can be operationalised and provide initial guidelines for managers balancing several projects in tandem with BPR initiatives.
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    Classifying and planning BPR initiatives: the BPR web
    (1994) Edwards, Chris; Braganza, Ashley
    The purpose of this paper is to propose a framework for classifying Business Process Redesign (BPR) initiatives, and to share its initial application in organisations undertaking BPR. There is a growing necessity for such a framework as BPR is being reduced to a cliche, which today includes almost any change initiative. Such a generalising of BPR would be a great pity as it effectively debars one organisation from learning from the experience of others. Possibly the most significant benefit from the framework is that it will provide a language to facilitate communication between organisations to share experiences of BPR. Additionally the Web is a management tool as it facilitates selection of appropriate management styles for various classes of BPR. Research work at Cranfield continues to expand experiences of usage of the Web. However, even at this stage it is proving a useful framework to which practising managers are able to relate.
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    Corporate turnaround as knowledge subversion: a dialogic perspective on transformational change
    (Cranfield University, 2013-02) Pillay, John; Braganza, Ashley; Ladkin, Donna
    This research presents a knowledge-based perspective on corporate turnaround. In this research it is proposed that subverting existing knowledge is as much a part of the corporate turnaround process as other change management activities, a concept termed “dialogic knowledge subversion”. Conceptual development was supported by a literature review into change, knowledge, discourse and Bakhtinian theories. This theoretical investigation was further developed using two empirical studies. The first empirical work focused on the case study of an organisation which had turned itself around. Findings from fifteen interviews and a focus group workshop were gathered and analysed using story network architecture and dialogic concepts. The data was further developed with a second empirical study, which investigated corporate turnaround from the perspective of twelve expert practitioners. Findings from these studies were used to develop a model for knowledge subversion in corporate turnaround situations. There are a number of contributions to change management theory and practice offered by this investigation. The research finds that dialogic knowledge subversion is present and required in the process of corporate turnaround. Furthermore, practitioners use the breakdown of existing knowledge in the organisation to create the impetus for change and build momentum for the turnaround. Indeed the research suggests that experts regard knowledge subversion as essential to the change process and actively create the conditions where it thrives. A dialogic knowledge subversion model for corporate turnaround is proposed, which is a resource for change theorists and practitioners alike.
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    An empirically derived model of inhibitors to information technology (IT) use in a Caribbean firm
    (Cranfield University, 2007) Louis, Stephen; Braganza, Ashley
    The research investigated the use of IT in Caribbean firms with particular emphasis on identifying inhibitors preventing firms from deriving the desired level of benefit from Information Technology (IT) in their efforts to improve competitiveness. It was conducted within the interpretive paradigm, and used a combination of data collection methods, namely interviews, participant observation and review of documentary evidence. The research was conducted in Caribbean-owned firms in St Lucia and Barbados, and was predicated on an argument that the business environment in the Caribbean was becoming more competitive, and that there was an expectation that IT would assist firms in the Caribbean to respond to the increased competition. An initial exploratory study based on interviews with 10 IT and business managers in 7 firms in St Lucia and Barbados supported the initial argument that the business environment was becoming more competitive. It also confirmed that managers believed that IT would assist their firms in becoming more competitive. However, the research showed that the firms were only deriving limited competitive benefits from their IT. An in-depth multi-case study was carried out using 3 business units within a single firm in St Lucia. The study investigated the specific inhibitors that were preventing the firms from obtaining greater benefit from IT. The results revealed that while inhibitors are usually conceptualized and reported in the research literature as distinct factors, when viewed from the perspective of the managers, they were in fact highly interrelated. The study contributes to a small but growing body of literature that is based on the argument that inhibitors are important factors that need to be investigated separately, rather than being conceptualized as merely the opposite of enablers. The study also demonstrates that the identification of inhibitors can be used as part of a diagnostic process for improving the benefits that firms derive from the IT investment.
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    Issues and dilemmas facing public and private sector organisations in the effective implementation of BPR
    (Cranfield School of Management, 1995) Braganza, Ashley; Myers, Andrew
    Business process re-engineering (BPR) is a recent change phenomena that has grabbed the attention of those working in public sector and private sector organisations. In the organisational sense BPR is identified as a key strategic initiative for achieving business improvement in the 1990s. The failure rate of such initiatives once undertaken, however, is reported to be quite high. Why should that be? This article provides some evidence as to why this could be the case. It draws on current literature which centres on three key debates, namely: classifying, planning and managing a BPR initiative. Each of these debates is discussed. There is also a lack of empirical evidence of the importance and difficulties organisations face when undertaking a BPR initiative. It is all very well saying that you should follow a set plan for such an initiative, yet there is no indication as to how difficult it is to implement each stage of that plan. Hence, the Information Systems Research Centre, based at Cranfield School of Management, wished to address this issue. The Centre undertook a survey of managers working in the public and private sector attending a Symposium. Five success factors were identified as key to the implementation of a BPR initiative, namely: 1. induction, 2. providing skills, 3. commitment to the project, 4. changing roles and systems, and 5. changing culture, attitudes and behaviour. The relative importance, difficulties and implications of these are discussed.
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    Measuring readiness to implement systems that create, mobilise and diffuse knowledge
    (Cranfield University, 2006) Tanudjojo, J. Satrijo; Braganza, Ashley
    This thesis focuses on pre-conditions for organisations to implement knowledge management systems (KMS). Prior research suggests knowledge management (KM) is a capability and, as such, organisations need to know if they are ready to embark on KM initiatives that develop this capability. The findings of my research contend that measuring readiness is a prerequisite for implementing KMS holistically. I argue that effective KMS integrates the creation, mobilisation and diffusion stages of the knowledge life-cycle. Therefore, a system for gauging organisational readiness for KMS necessitates understanding the organisation’s inclination to create, mobilise and diffuse knowledge. Drawing from Socio-Technical Systems (STS) Theory, this study uses three dimensions, Infrastructure, Knowledge Structure and Knowledge Culture, to gauge each stage of the knowledge life-cycle. This study develops an instrument – the Knowledge Implementation Assessment Tool (KIAT) – to assess an organisation’s readiness for KMS. An organisation’s readiness can be said to increase as the measure on each dimension increases. In addition, this study found that structurally diverse Communities For Performance are needed to leverage Communities Of Practice in delivering direct business results, and that the implementation of KMS must be governed within and by cross-functional business processes. The knowledge-based theory of the firm and the knowledge life-cycle theory provide a conceptual understanding that managing the creation, mobilisation and diffusion of knowledge can yield competitive advantage. Based on these theories, an in-depth case study was conducted in Schlumberger’s technical service delivery process. The study analysed the implementation and the use of InTouch, Schlumberger’s KMS. The case study was conducted using an Abductive research strategy. The Means-End Chain approach and its laddering technique were used to collect and analyse data to establish 35 attributes vital for the implementation of an effective KMS – one that brings beneficial results. These attributes form the basis for creating the readiness assessment instrument – KIAT. A KMS implementation affects the social and technical aspects of an organisation. This study categorised the attributes along the three STS dimensions. The basis of the categorisation was the fit between each attribute and an STS dimension. The result is an assessment instrument to measure organisational readiness. The instrument, KIAT, consists of 50 factors to measure organisational readiness along the three STS dimensions for the creation, mobilisation and diffusion of knowledge. KIAT is operationalised in three organisational cases in different industries and processes. This allowed the instrument to be refined and led to the development of procedures to apply KIAT. The cases suggest that KIAT provides useful insights to discover or confirm KMS readiness where a cross-functional business process is the unit of analysis. The research contributes to research methodology in the KM field, as it is the first to use the Means-End Chain approach into knowledge management research by representing a hierarchy of organisational goals in a knowledge management initiative. For practitioners, my research makes two contributions. One, the KIAT readiness assessment instrument to diagnose their organisational readiness and take informed decisions. Two, the understanding of Communities For Performance. This study points the way for further research. This includes directions to explore the relationship between the levels of readiness and the effectiveness of KMS implementation, the relationship between organisations’ experience and their readiness, and the relationship between the dynamics of the KIAT Factors and organisational learning.
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    Morphing by design
    (Strategic Planning Society, 2010-12) Stebbings, Heather; Braganza, Ashley
    Classic theories of organisational change are proving unrealiable in today's fast-moving business environment. Fresh models are emerging that require businesses to embrace a more responsive, flexible approach to enable them to evolve continuously as needed.
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    Organisational capabilities for enhancing the sales quotas development process outcomes for pharmaceutical sales forces
    (Cranfield University, 2009-10) Morelli, Gabriel; Braganza, Ashley
    The improvement of the sales quotas development process in Spanish pharmaceutical organisations is challenging as the market environment becomes dramatically complex. Setting sales quotas has always been difficult, exemplified by the difficulties in quantifying future sales by sales territory. Extensive research has been conducted and several conceptual models created to facilitate the process of developing sales quotas. Effective management of this process has proved problematic mainly due to difficulties in estimating future sales by territory, the complexity of the systems utilised in the process, the granularity of the data required and the lack of attention to implementation issues. Therefore, determining organisational capabilities that facilitate developing an effective sales quotas process is paramount. This study uses goal setting theory to understand organisational capabilities for the sales quota development process. A sales quota development process for a mid-sized pharmaceutical organisation was examined in terms of activities, which satisfied stakeholders’ expectations. Based on empirical data organisational capabilities were identified and prioritised. Goal setting theory is advanced through the development of the SQD Model that includes a set of sixteen organisational capabilities that are critical for developing an effective sales quotas process for pharmaceutical organisations. This study created the SQP Maturity Framework, a diagnostic tool that allows organisations to assess their sales quota development process and understand which capabilities to acquire or further develop to improve the process. Differences by organisational contexts are highlighted. The focus of this research is the pharmaceutical sector in Spain. The organisational capabilities uncovered and assessed will be relevant to these and other sectors that rely on sales forces. Areas for future research include the replication of this study in different geographies and sectors focusing on identifying more organisational capabilities and routines that facilitate moving organisations towards an optimised level of maturity.
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    Organisational forms and knowledge management: one size fits all?
    (2006-01-01T00:00:00Z) Franken, Arnoud; Braganza, Ashley
    In the new economy, a firm's sustainable competitive advantage flows from its ability to create and exploit new knowledge. Consequently, the need for executives to manage this process effectively is greater than ever. The extant knowledge management literature contains an implicit assumption that a standard approach with universal applicability to this process exists. Yet many organisations adopting this approach fail to realise the anticipated benefits. In this paper, the underlying causes for these failures are discussed and the assumption of a standard knowledge management approach critically challenged. To this end, the organisational form framework by Miles and Snow is integrated, for the first time, with the knowledge management models by Nonaka. Through the integration of these two frameworks, it is shown that the choice of knowledge management approach cannot be unqualified but must be closely aligned with the organisation's strategic and operational form in order for the anticipated benefits to be reaped. Our analysis suggests three conclusions: One, Prospector- type organisations will tend to adopt Bottom-Up approaches for effective knowledge creation; two, Defender-type organisations will tend to adopt Top-Down approaches; and three, Analyser types will adopt Middle-Up-Down knowledge creation approaches. We provide directions for future research.
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    Understanding the achievement of radical process orientation : an interpretive approach
    (Cranfield University, 1999) Braganza, Ashley; Edwards, Chris
    The achievement of radical process orientation is vital to the strategic and operational integrity of organisations. However, organisations have a dismal record of implementing process orientation, especially when it involves radical organisational change. There is scant research to guide organisations through the design and implementation of radical process orientation. Hence, this research develops a model that provides insights into the achievement of radical process orientation. The research uses the interpretive mode to examine the achievement of radical process orientation in two organisations. Therefore, the views of people directly involved with the changes are important. A transparent trail of evidence is established between the data and the theory developed from the data. These cases provide rich data from which to build a model for the achievement of radical process orientation. The model suggests the need for radical process orientation be consciously established and tentative criteria for doing so are provided. The model focuses attention upon the nature and content of the changes that need to occur, especially the realignment of organisational elements, such as ...s trategy, structure and information systems, to a function and process orientation. It proposes 'buy-in' from people be considered in relation to their acceptance of the changes that actually need to occur and the changes they are willing to allow to affect them. The model suggests that radical and evolutionary modes be utilised to operationalise the issues that bring about the changes, and that people be willing to implement these issues. It proposes that the roles of people that are responsible for implementing the changes and people affected by the changes are reciprocal. This research challenges conventional thinking about the achievement of radical process orientation, and provides fresh insights for the achievement of radical process orientation.