Browsing by Author "Kirke, Charles M. St G."

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    The development of a KIM behavioural framework to support science and technology knowledge transfer in the UK defence sector. A case study approach
    (World Scientific Publishing, 2016-06-15) Darby, Roger; Kirke, Charles M. St G.
    A framework is presented for investigating and understanding human behaviour connected with knowledge and information management (KIM), developed from a case study in the UK defence sector. Qualitative research was undertaken in three organisations within the wider defence and security sector. The research showed that particular areas of sensitivity leading to resistance to change when KIM systems were introduced include a perceived lack of usability of KIM IT systems, the length of time required to learn how to use them, their perceived lack of reliability and the users’ consequent lack of trust in them. These issues led to the widespread use of “work arounds” to cope with the demands of the job without using the KIM systems as designed. The framework’s purpose is to contribute to the current field of knowledge about how organisations can best approach and implement required KIM changes, taking these human issues into account.
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    Orders is orders… aren’t they? Rule bending and rule breaking in the British Army
    (2009-11-19T17:08:27Z) Kirke, Charles M. St G.
    In common with all professional armies, the British Army is a disciplined force. There is a sharply stratified rank structure and formal rules abound. There is a prima facie case therefore that when formal rules are broken or bent the individuals involved are taking part in acts of ‘resistance’ or ‘misbehaviour’ or ‘dissent’, implying a binary opposition of interests between junior and senior. However, in this article I seek to provide a more nuanced approach to identify a range of rule bending and rule breaking processes embedded in the organizational culture at unit level, through a small number of case studies. To assist in the process Goffman’s model of ‘underlife’ is adopted and extended for the British Army case, but only as a framework to assist in locating the observed events in the rich cultural milieu in which they take place. Viewed in this way, rule bending/breaking activity can be seen as complex and intricate events involving both those who break or bend the formal rules and the agents of authority in a continuing social process, part of the weft and warp of everyday life at regimental duty.
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    The power of commitment and the shadow of bureaucracy: factors affecting organisational culture in UK defence equipment and support, 2008-2014
    (2016-08-10) Shaw, Derek; Kirke, Charles M. St G.
    This research exposed some of the factors that affected organisational culture and group behaviour in Defence Equipment and Support (DE&S) from its inception in 2007 through to 2014, when it became a Bespoke Trading Entity. The factors that were examined included organisationally legitimised personal, social and geographic identity, and linguistic difference and group size. Metaphor was also used by group members to describe the relationship they had with their groups. Group size was another factor that affected group behaviour. Finally, the effects of socio-technical induction and socio-cultural integration were seen to be additional factors that allowed cultural drag to occur within DE&S. The research was an insider ethnographic study that used a qualitative, multi-factorial approach which encompassed 6 years of observations, 124 interviews, and included the analysis of appropriate DE&S policy documents. This thesis is considered to be unique because no research of this nature, or at this level, has been carried out in DE&S, the Defence Procurement Agency (DPA) and the Defence Logistics Organisation (DLO). In addition, no studies have investigated the organisational culture of DE&S, apart from Kirke (2007a unpublished), Kirke (2010), which was a published article that was informed by that pilot study. The factors that were identified combined to produce both an organisation that possessed multiple organisational cultures and one single ethos which was that of delivering equipment to troops and supporting the troops, described as ‘front-line-first’. There was also an organisational culture that was affected by both the socio-technical and socio-cultural interactions of its members and of unconscious behaviours. All of those factors acted together as a system of interactions, with different factors taking primacy depending on the organisational context, no single factor being consistently more important than any other. The ethos of “front-line-first” was embedded within the DE&S organisational culture as a value which may have been used as a metaphor for the primacy of the overarching organisational culture of supporting the front-line.
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    Social Structures in the Regular Combat Arms Units of the British Army: A Model
    (Cranfield University, 2006-05-04T15:38:52Z) Kirke, Charles M. St G.; Bellamy, C D; Killworth, P R P
    An original model is presented for describing, analysing, and predicting soldiers’ behaviour in current regular combat arms units in the British Army. It was derived, using social anthropological techniques, during participant observation by a serving British Army officer, and provides more coherent insights than other models of unit life. Its central principle, created for this study, is a plurality of >social structures’. These >social structures’ are separate bodies of ideas, rules and conventions of behaviour which inform groups of people or individuals how to organise and conduct themselves vis-à-vis each other. One >social structure’ operates at any single moment, according to context. Such an approach has not previously been applied to British Soldiers. The model’s top level (low resolution), comprises: the formal command structure, consisting in the unit organisation, the apparatus of rank and discipline, and the framework of official accountability; the informal structure, comprising the conventions of behaviour in the absence of formal constraints; the functional structure, concerning >soldierly’ activity, attitudes, and expectations; and the loyalty/identity structure, encompassing the conventions involved in embracing and expressing membership of the formal hierarchy of groups within and above the unit. Lower levels provide higher resolution, including a typology of informal relationships which encompasses different degrees of closeness and differences or equality in rank. The model’s rigour is established by testing its sensitivity at high resolution to the different conditions of life in historical British armies. The top level, however, and the typology of informal relationships, are found potentially to provide a unifying framework for historical analysis of unit life in the British Army throughout its history. The model’s ability to illuminate current issues in the Army is demonstrated by its application to leadership training for officer cadets and the integration of women into regular combat arms units.