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A CASE STUDY 96 4.1 Introduction 96 4.2 Thermo-X Limited: a UK Small Business 96 Successful technology management : cultural and organisational dimensions of MIS implementation in SMEs BALI, Rajeev Kumar Available from the Sheffield Hallam University Research Archive (SHURA) at: http://shura.shu.ac.uk/4053/ A Sheffield Hallam University thesis This thesis is protected by copyright which belongs to the author. The content must not be changed in any way or sold commercially in any format or medium without the formal permission of the author. When referring to this work, full bibliographic details including the author, title, awarding institution and date of the thesis must be given. Please visit http://shura.shu.ac.uk/4053/ and http://shura.shu.ac.uk/information.html for further details about copyright and re-use permissions. Fines are charged at 50p per hour 0 9 mak 2002 0 6 3FP 2005 OP a \ . 3 1 JAN 2008 < W L X .^ Oi\o5~lo z_ (fefCJZei^CE- cxjoy 2 5 JUN 2002 5 OO jam 2 3 OCT M °3 . 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Box 1346 Ann Arbor, Ml 48106- 1346 Successful Technology Management: Cultural and Organisational Dimensions of MIS implementation in SMEs Rajeev Kumar Bali A thesis submitted in partial fulfilment of the requirements of Sheffield Hallam University for the degree of Doctor of Philosophy November 1999 ) Successful Technology Management: Cultural and Organisational Dimensions of MIS Implementation in SMEs RAJEEV KUMAR BALI ABSTRACT The aim of this thesis is to provide an original interpretative rationale of the role and effect of culture which may influence the development of a modern Small to Medium sized Enterprise (SME). Substantively, the research is two-fold: firstly, to examine organisational culture and, secondly, its relationship with IT implementations, specifically computer-based Management Information Systems (MIS). An extensive literature review has revealed a lack of synthesis between organisational culture and computer-based implementations, particularly in the SME environment. The research uses an approach based on ethnographic methods from qualitative research within inductivist confines. A thirty-month ethnographic study at a small engineering firm, verified and validated by triangulation techniques, has been used to form a Conceptual Model for successful MIS implementation. This new Model has been validated in several, unconnected, external organisations. The main case-study is supported by smaller studies which has provided a holistic (and therefore more realistic) view of the complexity of organisational culture. It is emphasised that achieving a change in organisational culture is a deeply political and turbulent process. Due regard must be given to managerial, cultural, organisational, human, technical, psychological and political issues. The research takes full account of these factors and discusses the importance of core competency, both from the organisation and its actors, to facilitate and realise effective cultural change. The Model proposed is one methodology for implementation in organisations with cultural and organisational difficulties. Due to the intricacies and complexity of culture, the implementation strategy is potentially a lengthy process. Contributions are made to knowledge in a number of different arenas. Firstly, a contribution is made in the area of IT change management by proposing a new Model for MIS implementation. The Model is given credibility having been verified and validated at several external organisations. Secondly, a contribution is made in the area of organisational theory as the SME focus provides this vital sector of the business community with additional, pertinent, information when undergoing IT implementations. Finally, the research contributes to knowledge in the area of research methodology as the novel combination of diverse paradigms has resulted in a new research approach for use in the SME environment. Contents Abstract Acknowledgements i List of Figures Hi List of Tables iv Abbreviations v Research papers published vi PREFACE vii 1.0 INTRODUCTION 1 1.1 Background 1 1.2 Research Hypotheses and Justification 4 1.3 Research Objectives 7 1.4 Research Methodology 8 1.5 Research Outline 8 1.6 Conclusion 11 2.0 LITERATURE REVIEW AND RESEARCH ISSUES 12 2.1 Introduction 12 2.2 Definitions 12 2.2.1 Culture 13 2.2.2 Organisational Culture 16 2.2.3 Competence and Culture 29 2.3 Attitudes, Beliefs and Values: How Organisational Culture is formed 31 2.4 Changing Organisational Culture 32 2.4.1 Lewin 34 2.4.2 Schein 37 2.4.3 Lundberg 41 2.4.4 Dyer 44 2.4.5 Gagliardi 46 2.5 Critique of the Cultural Models: Personal Perspectives on Change 48 2.6 The impact of Technology 51 2.7 A Brief History of Computing 55 2.7.1 Cultural and Organisational Changes through the years 55 2.7.2 Discussion 60 2.7.3 Impact and use of Management Information Systems (MIS) 62 2.8 Conclusions 66 3.0 RESEARCH METHODOLOGY 68 3.1 Introduction 68 3.2 Methodology Selection and Justification 68 3.3 The Qualitative-Quantitative Debate 69 3.4 Organisational Observations 72 3.5 A Question of Ethics 92 3.6 Choice of Methodology 94 3.7 Returning to the Research Question 95 3.8 Conclusion 95 4.0 ORGANISATIONAL CULTURE CHANGE: A CASE STUDY 96 4.1 Introduction 96 4.2 Thermo-X Limited: A UK Small Business 96 4.2.1 Small to Medium sized Enterprises (SMEs) 97 4.2.2 SME Management Styles 98 4.2.3 Thermo-X Management Techniques: A Sympathetic View 99 4.2.4 Thermo-X: Defining the Vision 100 4.2.5 Thermo-X Timeline: An Overview of Change 101 4.3 Thermo-X Limited: Inside the Organisation 104 4.3.1 Geographical and Physical Layout 107 4.3.2 IT and IS Environment 111 4.3.3 Sales Order and Works Order Processing 114 4.3.4 The Quality Perspective 117 4.3.5 The Calibration and Service Departments 122 4.3.6 The Accounts Department 123 4.3.7 Technology as a catalyst for change 124 4.4 Organisational Structure and Organisational Initiatives 138 4.4.1 The Thermo-X Exhibition 139 4.4.2 NAMAS Accreditation 140 4.4.3 Investors In People (IIP) 141 4.4.4 Modem Apprenticeships 142 4.5 Thermo-X Organisational and Cultural Issues 142 4.6 Changing the Thermo-X Organisational Culture 147 4.6.1 Diagnostic Activities 151 4.6.2 Team-Building and Process Consultation 153 4.6.3 Introducing more efficient Technology 155 4.6.4 Extending existing Information Systems 160 4.6.5 Restructuring work, roles and tasks 162 4.7 Formation of the model: feedback from colleagues 164 4.8 The new Thermo-X organisational culture and structure 164 4.9 Conclusion 166 5.0 CONCEPTUAL MODEL FOR MIS IMPLEMENTATION 169 5.1 Introduction 169 5.2 The Thermo-X Case Study: Implications, Theory and Practice 169 5.3 The Justification for a New Model 176 5.4 The Formulation of the Model 180 5.5 The Role of Soft Systems Methodology (SSM) 180 5.6 Building Blocks of the Model 186 5.7 MIS-induced Culture Change: MISCO Conceptual Model 190 5.7.1 Recognition 191 5.7.2 Penetrating the Cultural Barrier 192 5.7.3 Change from within: A blueprint for success 194 5.7.4 The Road to Acceptance 200 5.7.5 Stability 201 5.8 Conclusion 202 6.0 CASE STUDIES: VALIDATING THE MISCO MODEL 204 6.1 Introduction 204 6.2 Testing the Wider Applicability of the Model 204 6.2.1 Fact-finding 205 6.2.2 Literature Search 206 6.2.3 Organisation Selection: Rationale and Justification 206 6.3 Structure of the Case Study Investigations 207 6.4 Case Studies 209 6.4.1 Case Study: Company A 209 6.4.2 Case Study: Company B 215 6.4.3 Case Study: Company C 221 6.4.4 Case Study: Company D 231 6.5 MISCO Framework Validation 237 6.6 Discussion 241 6.7 Revisiting the MISCO Conceptual Model 243 6.8 Conclusion 247 7.0 CONCLUSION 248 7.1 Introduction 248 7.2 Reflecting on the Research Aim 248 7.3 MIS Implementations: The Complexity of Culture 249 7.4 Originality 253 7.5 Contribution 255 7.6 Impact of the Research Experience and the MISCO Model 256 7.7 Areas for Further Research 258 LIST OF REFERENCES 260 BIBLIOGRAPHY 266 APPENDICES Appendix A: Conceptual Model, Original Version, Full Page Conceptual Model, Revised Version, Full Page Interview Schedule Conceptual Model Notes Geographical Location of Organisations Appendix B: Interview Schedules, Completed Originals Appendix C: Analysis and Design Diagrams Thermo-X: SSADM Schematics Thermo-X: SSM Schematics Appendix D: Thermo-X documents Appendix E: Research Papers published Appendix F: MISCO Model: A User Guide for SMEs Acknowledgements The very presence of this thesis means that a long-standing ambition has finally been realised. This document pieces together the disjecta membra of numerous references, interviews, journals, books, seminars, conferences, transcripts, trial-projects and countless experiences and thoughts, both mine and those of external contributors. When originally seeking suitable research opportunities, I was mindful not to chase another qualification in lieu of industrial experience.
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