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Processual View of Managing Change Related to Offshore IT Outsourcing Implementation 2008 Annual Meeting of the Academy of Management,  Anaheim, CA T.R. Ramanathan, DBA Newcastle Business School Northumbria University August 8-13, 2008
Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object]
Introduction
Business Problem and Strategy ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Research Question and Study Propositions ,[object Object],[object Object],[object Object],[object Object],[object Object]
Theoretical Perspective
Social Systems Theory ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Theoretical Framework ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Context : External Factors Internal Factors Diagnosis & Planning Implementation Institutionalization
Methodology
Research Methodology ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Research Methodology contd. ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Findings
Context ,[object Object],[object Object],[object Object],[object Object]
Diagnosis & Planning ,[object Object],[object Object],[object Object],[object Object],[object Object]
Implementation ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Institutionalization ,[object Object],[object Object],[object Object],[object Object],[object Object]
Conclusion
Summary and Study Limitations ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
What Lessons can be Learned? ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
References ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Backup Slides
Drug Development Costs
Product Failure in Late Stage Development Source: PharmaCom, 2003
R&D Expenditures as Percentage of Sales - 1970-2004 Source:  PhRMA, PhRMA Annual Membership Survey, 2005
Global Pharmaceutical Sales - 1970-2004 Source:  PhRMA, PhRMA Annual Membership Survey, 2005
2003 R&D Expenditures by Geographical Regions Source:  PhRMA, PhRMA Annual Membership Survey, 2005
Annual Growth in Prescription Drug Spending - 1997-2002 Source:  IMS Health, Retail and Provider Perspective, 2002

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Change Management And Offshore Outsourcing Aom Conference

Editor's Notes

  1. Entire contents © 2003 Gartner, Inc. All rights reserved. Page Strategic Sourcing Trends & Strategies Sprint DayMonthYear
  2. Entire contents © 2003 Gartner, Inc. All rights reserved. Page Strategic Sourcing Trends & Strategies Sprint DayMonthYear
  3. Entire contents © 2003 Gartner, Inc. All rights reserved. Page Strategic Sourcing Trends & Strategies Sprint DayMonthYear
  4. Entire contents © 2003 Gartner, Inc. All rights reserved. Page Strategic Sourcing Trends & Strategies Sprint DayMonthYear Processual approach, which is less prescriptive but more analytical in nature, aims to understand and explain rather than to direct and influence processes towards some preferred end point (Dawson, 2003). Process models focus more on the procedures involved in change rather than on the specific organizational development (OD) activities involved in the change. Examples include: Lewin (1951), Lippitt, et al. (1958), French (1969), and Connor and Lake (1994), all of which explain planned change from a general perspective. OD has also been defined as “a planned process of change in an organization's culture through the utilization of behavioral science technologies, research and theory.” (Bourke 1987, 11). Therefore, OD not only involves the element of planning, but it also clearly focuses on the use of behavioral and sociological methods, and even the planning aspect usually deals with the planning of behavioral interventions.
  5. Entire contents © 2003 Gartner, Inc. All rights reserved. Page Strategic Sourcing Trends & Strategies Sprint DayMonthYear A multiple-case design requires a theory to be tested through replications of the findings in subsequent case(s), which will lead to analytical generalisation. While similar results explain the conditions under which a particular phenomenon is likely to be found, contrasting results explain the conditions when the phenomenon is not likely to be found.
  6. Entire contents © 2003 Gartner, Inc. All rights reserved. Page Strategic Sourcing Trends & Strategies Sprint DayMonthYear
  7. Entire contents © 2003 Gartner, Inc. All rights reserved. Page Strategic Sourcing Trends & Strategies Sprint DayMonthYear Contextual factors most commonly identified as driving the change
  8. Entire contents © 2003 Gartner, Inc. All rights reserved. Page Strategic Sourcing Trends & Strategies Sprint DayMonthYear Organizational factors most commonly identified as contributing or preventing the diagnosis and planning of change .
  9. Entire contents © 2003 Gartner, Inc. All rights reserved. Page Strategic Sourcing Trends & Strategies Sprint DayMonthYear Organizational factors most commonly identified as contributing or preventing change implementation .
  10. Entire contents © 2003 Gartner, Inc. All rights reserved. Page Strategic Sourcing Trends & Strategies Sprint DayMonthYear Most frequently cited effects of the change .
  11. Entire contents © 2003 Gartner, Inc. All rights reserved. Page Strategic Sourcing Trends & Strategies Sprint DayMonthYear
  12. Entire contents © 2003 Gartner, Inc. All rights reserved. Page Strategic Sourcing Trends & Strategies Sprint DayMonthYear
  13. Entire contents © 2003 Gartner, Inc. All rights reserved. Page Strategic Sourcing Trends & Strategies Sprint DayMonthYear
  14. Entire contents © 2003 Gartner, Inc. All rights reserved. Page Strategic Sourcing Trends & Strategies Sprint DayMonthYear
  15. Entire contents © 2003 Gartner, Inc. All rights reserved. Page Strategic Sourcing Trends & Strategies Sprint DayMonthYear
  16. Entire contents © 2003 Gartner, Inc. All rights reserved. Page Strategic Sourcing Trends & Strategies Sprint DayMonthYear
  17. Entire contents © 2003 Gartner, Inc. All rights reserved. Page Strategic Sourcing Trends & Strategies Sprint DayMonthYear
  18. Entire contents © 2003 Gartner, Inc. All rights reserved. Page Strategic Sourcing Trends & Strategies Sprint DayMonthYear
  19. Entire contents © 2003 Gartner, Inc. All rights reserved. Page Strategic Sourcing Trends & Strategies Sprint DayMonthYear