Uncovering the role of privatisation in organisational routines: evidence from the Saudi National Water Company (NWC)

Abstract

The primary purpose of this research is to explore the changes in a Saudi Arabian organisation’s routine practices following privatisation. The aim is to understand the changes that arise in such practices in the context of the work setting of a developing nation, as this area of study has largely been overlooked by researchers. More specifically, it explores the major factors driving change to the organisational routine practices and the way that change processes occur. In essence, the study demonstrates the impact of change on perceived organisational performance.

The present research employed a longitudinal single case study to facilitate a robust and rich investigation, with the help of a social constructionist approach, in the quest to acquire a deep insight and a thorough understanding of organisational routine practices in a natural setting. The qualitative case study approach helped to generate new and interesting issues. To develop a framework systematically data were gathered through triangulated methods consisting of semi-structured interviews, documentation and observation. The data were then subject to analysis based on Miles and Huberman’s (1994) approach, as well as Braun and Clark’s (2006).

On the basis of the analysis of thirty seven transcripts along with observation and document analysis, the findings were that there no changes in organisational routines following the privatisation of the NWC. The only change observed was linked to artefacts (ex. standard operating procedure (SOP)), as opposed to organisational routines (either ostensive or performative). Thus, the perceived organisational performance has not improved as a result of privatisation.

Interviewees identified many factors and justified their perceptions of why the routines remained unchanged in the NWC workplace. According to the findings, the NWC and any other organisations that have been privatised need to change both types of routines, namely the ostensive and performative routines, in order for actual change to occur. In other words, mere changing of SOPs (artefacts) will not be sufficient to change the actual routines that are made up of ostensive and performative aspects.

This study has a significant contribution to the theory by identifying new factors and their roles in changing all types of organisational routines. Policy makers and managers will benefit from the research findings by taking these factors into their consideration before privatisation taking place in order to change organisational
routine successfully.

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