Business process resource networks: a multi-theoretical study of continuous organisational transformation

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dc.contributor.advisorDenyer, David
dc.contributor.advisorPilbeam, Colin
dc.contributor.advisorBraganza, Ashley
dc.contributor.authorStebbings, H.
dc.date.accessioned2016-07-27T09:40:24Z
dc.date.available2016-07-27T09:40:24Z
dc.date.issued2016-04
dc.description.abstractDrawing 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.en_UK
dc.description.notesBraganza, Ashley (Brunel)
dc.identifier.urihttp://dspace.lib.cranfield.ac.uk/handle/1826/10182
dc.language.isoenen_UK
dc.publisherCranfield Universityen_UK
dc.rights© Cranfield University, 2016. All rights reserved. No part of this publication may be reproduced without the written permission of the copyright holder.en_UK
dc.subjectContinuous organisational transformationen_UK
dc.subjectmicrostateen_UK
dc.subjectbusiness process resource networken_UK
dc.subjectdynamic reconfigurationen_UK
dc.subjectevolutionen_UK
dc.subjectexploratory case studyen_UK
dc.subjectmulti-theoreticalen_UK
dc.subjectcausal mapen_UK
dc.subjecttemporal bracketingen_UK
dc.titleBusiness process resource networks: a multi-theoretical study of continuous organisational transformationen_UK
dc.typeThesis or dissertationen_UK
dc.type.qualificationlevelDoctoralen_UK
dc.type.qualificationnameDBAen_UK

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