Fenton, Evelyn M. (1996) Strategic agenda building and change in the water industry. PhD thesis, University of Warwick.

Preview

PDF WRAP_THESIS_Fenton_1996.pdf - Submitted Version - Requires a PDF viewer such as GSview, Xpdf or Adobe Acrobat Reader Download (31Mb)

Abstract

An investigation into the trajectory of river water quality as a strategic issue for the
water industry was conducted within two water organisations. This research traced the
profile of this issue on the agenda of the water authorities over twenty years and
within the industry over a century. The aim was to gain insights into processes of
strategic agenda building and organisational development and change, linking process
to performance in the achievement of river quality.
A contextualist theory of method was adopted in a comparative case study approach
which sought to assess the performance of the two organisations in attaining
improvements in river water quality during the time frame. The contextualist
methodology necessitated examining the agenda building process from multiple levels
and over time. To this end extensive archive research and 40 interviews were
conducted.The influence of the wider social environment and the sector in the long
term were found to be important in the formation of sector and organisational
ideology which conditioned organisational developments. A structurationist approach
demonstrated the key social structures and their properties implicated in the formation
of organisational ideology and its change, as the water authorities were privatised.
A process model of strategic agenda building was developed and extended, based on
an earlier model by Dutton (1988). This emphasised the influence of multiple
contexts, the role of organisational ideology, issue related activities and the actions of
sponsors as important additions to the original model. Further, the use of structuration
theory, underpinned by a Realist perspective, outlined a conception of agency based
on the causal powers granted by the necessary relations of the organisational structure
or ideology, and that agency was granted by organisational members' access to
alternative structural systems outside the organisational context.
This research concluded that the links between structure, process and performance are
implicated in incremental and transformational change, and that the properties of
structure were instrumental in the propensity for adaption and change. Finally,
organisational processes should accurately reflect the rules of the system for change to
work.

Item Type:	Thesis or Dissertation (PhD)
Subjects:	G Geography. Anthropology. Recreation > GB Physical geography H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
Library of Congress Subject Headings (LCSH):	Water utilities -- Great Britain -- Case studies, Water quality management -- Great Britain -- Case studies, Rivers -- Great Britain, Strategic planning -- Great Britain -- Case studies
Official Date:	April 1996
Dates:	Date Event April 1996 Submitted
Institution:	University of Warwick
Theses Department:	Warwick Business School
Thesis Type:	PhD
Publication Status:	Unpublished
Supervisor(s)/Advisor:	Pettigrew, Andrew M. (Andrew Marshall), 1944- ; Wensley, Robin, 1944-
Extent:	2 v. (xvii, 311; xii, 306 p.)
Language:	eng
URI:	http://wrap.warwick.ac.uk/id/eprint/34738

Request changes or add full text files to a record

Actions (login required)

View Item

Downloads