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Corporatisation in the telecommunication industry: a case study from Brunei Darussalam

Corporatisation in the telecommunication industry: a case study from Brunei Darussalam
Corporatisation in the telecommunication industry: a case study from Brunei Darussalam
For any organisation to survive, it needs to be able to change. Due to problems that most governments are facing such as inefficiency, some governments have sought for corporatisation of state-owned enterprises (SOEs). Corporatisation means ‘efforts to make SOEs operate as if they were private firms facing a competitive market or if monopolies, efficient regulation’ (Shirley, 1999, p. 115). This is often conducted prior to privatisation. In contrast to the large quantity of literature concerning privatisation, little has been written on corporatisation. This research aims to fill this gap.
One of the keys to organisational change is leadership. This study also aims to explore the behaviour of leaders in managing change. It seeks both to observe the approaches to change that leaders adopt, and to investigate what the corporatisation process involves, using activity theory as a theoretical lens.
This research is based on a case study: the corporatisation process of Jabatan Telekom Brunei (JTB, which later became TelBru), a telecommunication organisation in one of the South-East Asian region, Brunei Darussalam. The official corporatisation of JTB took place in 2006. This research was conducted for four consecutive years, from 2009 until 2012. The findings are based on semi-structured interviews (eighty-eight interviews were conducted) supplemented with questionnaire and a substantial amount of documents related to the corporatisation, and are analysed using Miles and Huberman’s (1994) approach.
The study identifies three distinct time periods: i) before the formation of TelBru; ii) the formation of TelBru (2002); iii) during the corporatisation period (2002-2006). Seven significant activities were found, all of which are described using the triangle Activity Model. The results of this research also provide empirical evidence that both top-down and bottom-up change approaches were adopted and overall, it was a slow change process characterised with both ‘snail’ (slow) and ‘rushing' (fast) change. Additionally, seven leadership behaviours have emerged from this research: Tasking, Supporter, Change Communicator, People Person, Change Preparator, Old McDonald, and Problem Maker.
This study’s contributions to the research field, and other implications the findings may have, are also discussed.
Dato Haji Metussin, Halimatussaadah
6c2718ef-3fc5-4aa5-9016-7f7fa3a554e9
Dato Haji Metussin, Halimatussaadah
6c2718ef-3fc5-4aa5-9016-7f7fa3a554e9
Higgs, Malcolm
bd61667f-4b7c-4caf-9d79-aee907c03ae3

(2012) Corporatisation in the telecommunication industry: a case study from Brunei Darussalam. University of Southampton, Winchester School of Art, Doctoral Thesis, 325pp.

Record type: Thesis (Doctoral)

Abstract

For any organisation to survive, it needs to be able to change. Due to problems that most governments are facing such as inefficiency, some governments have sought for corporatisation of state-owned enterprises (SOEs). Corporatisation means ‘efforts to make SOEs operate as if they were private firms facing a competitive market or if monopolies, efficient regulation’ (Shirley, 1999, p. 115). This is often conducted prior to privatisation. In contrast to the large quantity of literature concerning privatisation, little has been written on corporatisation. This research aims to fill this gap.
One of the keys to organisational change is leadership. This study also aims to explore the behaviour of leaders in managing change. It seeks both to observe the approaches to change that leaders adopt, and to investigate what the corporatisation process involves, using activity theory as a theoretical lens.
This research is based on a case study: the corporatisation process of Jabatan Telekom Brunei (JTB, which later became TelBru), a telecommunication organisation in one of the South-East Asian region, Brunei Darussalam. The official corporatisation of JTB took place in 2006. This research was conducted for four consecutive years, from 2009 until 2012. The findings are based on semi-structured interviews (eighty-eight interviews were conducted) supplemented with questionnaire and a substantial amount of documents related to the corporatisation, and are analysed using Miles and Huberman’s (1994) approach.
The study identifies three distinct time periods: i) before the formation of TelBru; ii) the formation of TelBru (2002); iii) during the corporatisation period (2002-2006). Seven significant activities were found, all of which are described using the triangle Activity Model. The results of this research also provide empirical evidence that both top-down and bottom-up change approaches were adopted and overall, it was a slow change process characterised with both ‘snail’ (slow) and ‘rushing' (fast) change. Additionally, seven leadership behaviours have emerged from this research: Tasking, Supporter, Change Communicator, People Person, Change Preparator, Old McDonald, and Problem Maker.
This study’s contributions to the research field, and other implications the findings may have, are also discussed.

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Published date: December 2012
Organisations: University of Southampton, Winchester School of Art

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Local EPrints ID: 346352
URI: http://eprints.soton.ac.uk/id/eprint/346352
PURE UUID: 000c972c-54d7-4739-8ad0-9c59c866526d

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Date deposited: 13 Jan 2014 10:26
Last modified: 18 Jul 2017 05:04

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