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

Uncovering the role of privatisation in organisational routines: evidence from the Saudi National Water Company (NWC)
Uncovering the role of privatisation in organisational routines: evidence from the Saudi National Water Company (NWC)
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.
University of Southampton
Almutairi, Mukhlid
f9cb3fb9-2b77-4f68-87cc-0b9c118d8926
Almutairi, Mukhlid
f9cb3fb9-2b77-4f68-87cc-0b9c118d8926
GATENBY, MARK
9dc95cde-11ee-49fa-a380-1fd6b3e5aa39

Almutairi, Mukhlid (2017) Uncovering the role of privatisation in organisational routines: evidence from the Saudi National Water Company (NWC) University of Southampton Doctoral Thesis , 258pp.

Record type: Thesis (Doctoral)

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.

Text 26. Final submission of thesis - Version of Record
Restricted to Repository staff only until 28 July 2020.
Available under License University of Southampton Thesis Licence.

More information

Published date: July 2017

Identifiers

Local EPrints ID: 414692
URI: http://eprints.soton.ac.uk/id/eprint/414692
PURE UUID: 1aa0dd7f-fc38-497d-8e84-0941036b97e3

Catalogue record

Date deposited: 05 Oct 2017 16:31
Last modified: 05 Oct 2017 16:31

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Contributors

Author: Mukhlid Almutairi
Thesis advisor: MARK GATENBY

University divisions

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