Description
The role of management consultancy in implementing operations management in the public sector In the files below
DOCTORAL CAPSTONE
RESEARCH RESOURCE
This resource is intended to assist doctoral students at the prospectus and proposal stages
with developing research design components, identifying a doctoral-level research problem,
writing a problem statement, and ensuring research design alignment.
Early Steps in the
Development of a
Research Design
Developing the Research Design Components
Identify the discipline-specific Research Problem by
reviewing recent literature related to the topic of interest.
Establish the Purpose of the Study, which progresses from
and addresses the research problem.
Develop the Research Question(s), which helps to focus the
study.
Further review seminal works and current, peer-reviewed,
primary sources to identify the Framework, develop
hypotheses, inform design choices, etc.
Determine the Methodology and Research Design, data
source and instrumentation, and data analysis technique(s),
that best address the research question(s).
Identifying a Doctoral-Level Research Problem
LITMUS TEST | Required Hallmarks for a Doctoral-Level Research Problem
Discover topic/problem ideas by reviewing research findings and current practice. In Walden’s scholar-practitioner model, a
research problem shows promise of contributing meaningfully to the field only if the answer to each question below is “yes.”
Justified?
Grounded?
Rubric Standard: Justified
Rubric Standard: Grounded
Supported by relevant statistics, evidence, etc.; a
discipline-specific puzzle that needs solving.
Built on previous research; a problem framed in a
theoretical or conceptual framework.
Original?
Doctoral-Level
Research
Problem
Rubric Standards: Original, Meaningful
Making an original contribution; reflecting a
meaningful gap in research literature (PhD) or
practice (professional doctorates).
Amenable
to Scientific Study?
Rubric Standards: Feasible, Objective
Framed objectively; able to be a systematic study,
permitting multiple possible outcomes.
_
Writing the Problem Statement
From the PhD Prospectus Guide
Provide a one- to two-paragraph statement that is the result of a review of research findings and current practice and that contains a description of
the problem along with evidence that provides a justification that the problem is meaningful to the discipline. Therefore, problem statements need:
Intro/Support Information | Problem with Evidence| Justification of Discipline Importance | Gap in the Literature
Sample Problem Statement from the PhD Prospectus Guide
Conducting a supervised independent research project is a unique feature of completing a doctoral degree (Lovitts, 2008; Luse, Mennecke, &
Townsend, 2012). Contrary to the commonly held belief of a 50% all-but-dissertation (ABD) rate, only approximately 20% of doctoral students are
unable to complete the dissertation after finishing their coursework (Lovitts, 2008; Wendler et al., 2010). The challenge of the dissertation is not a
new phenomenon in higher education, but what is new is the growing number of students who complete their academic programs online (Allen &
Seaman, 2007; Kumar, Johnson, & Hardemon, 2013). Although many students are ultimately successful in defining the central argument for a
doctoral capstone, how this process occurs in a distributed environment has not been well researched.
Highlighted in the book on doctoral education by Walker, Golde, Jones, Conklin-Bueschel, and Hutchings (2009) is the need to develop more
“pedagogies of research” (p. 151) to support teaching graduate students to be scholars. Although a modest body of scholarship exists on research
training in traditional programs, emerging research suggests that the online environment offers some unique challenges and opportunities for
doctoral students (Baltes, Hoffman-Kipp, Lynn, & Weltzer-Ward, 2010; Kumar et al., 2013; Lim, Dannels, & Watkins, 2008). Of the many aspects of a
research project, development of the problem statement is arguably a key step because it provides the rationale for the entire dissertation (Alvesson
& Sandberg, 2013; Luse et al., 2012).
Note: Once a doctoral-level, discipline-specific problem is identified, and an appropriate problem statement completed, you will have met 6 of the 9
Prospectus Rubric Standards. The only remaining Prospectus Rubric Standards are (a) Complete (does the prospectus contain all required elements?),
(b) Impact (will the study affect positive social change), and (c) Aligned (do the various components of the research plan align overall?).
Aligning the Research Design Components
Required Components for a Doctoral-Level Research Design
When we think about the basic components of a research design—those that must align with one another—they typically include the
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•
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Research Problem Statement (with social implications);
Purpose Statement (e.g., “To address the research problem, the purpose of this {method/design} study is to…”);
Theoretical or Conceptual Framework;
Research Question(s), Method, & Design;
Data Collection Tools and Sources (e.g., instrument and people, artifacts, records);
Data Points (e.g., variables, questions, scales); and
Data Analysis.
Conceptualizing the research plan is sometimes challenging. One way to assist with this and to ensure research design alignment is to use a visual to
help you see how the various parts of a research design should fit together and therefore must align with one another. For example, as presented in
the graphic below, the research problem, purpose, and framework must align with all other pieces of the research design. This example had three
research questions. If one research question does not appear to fit with the study purpose, it does not belong in the study design.
See also, in SMRT guides:
Alignment Language in
the Problem, Purpose, RQ
Completing a Research Design Alignment Table
Using a one-page blueprint can assist with ensuring the alignment of your research design. This example of a Research Design Alignment Table is one
way to visualize your design and help you stick to your plan as you write your capstone document.
Research Design Alignment Table
Research Problem,
Purpose, and Framework
Research Question(s), Method,
& Design
Data Collection Tools & Data
Sources
Provide one sentence for each.
These must align with all rows.
List one or more RQs, as needed;
Select method; Identify design. Add or
delete rows, as needed.
List the instrument(s) and people,
artifacts, or records that will provide
the data for each RQ.
Problem:
RQ1:
Data Points
List the variables, specific
interview questions, scales,
etc. that will be used for
each RQ.
Data Analysis
Briefly describe the
statistical or qualitative
analysis that will address
each RQ.
Select Method
Purpose:
Design:
RQ2:
Framework:
Select Method
Design:
RQ3:
Select Method
Design:
Note. The information in the left-hand column must align with all rows; and each individual RQ row must show alignment across the columns for that row.
Once your Research Design Alignment Table is completed, reflect on your design alignment. Ask yourself:
1. Is there a logical progression from the research problem to the purpose of the study?
2. Does the identified framework ground the investigation into the stated problem?
3. Do the problem, purpose, and framework in the first column align with the RQ(s) (all rows)?
4. Does each RQ address the problem and align with the purpose of the study?
5. Does the information across each individual row match/align with the RQ listed for that row?
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By row, will the variables listed address the RQ?
By row, will the analysis address the RQ?
By row, can the analysis be completed with the data points that will be collected?
Litmus Test for a Doctoral-Level Research Problem
Background on these “litmus test” questions
• The distinguishing characteristic of doctoral-level research (as opposed to masters level) is that it must
make an original contribution to the field. However, students may struggle to identify what will
authentically contribute to their field or discipline.
• The most critical step in making such a contribution is to first identify a research problem with the 4
doctoral hallmarks below. Identifying a doctoral-level research problem is “necessary, but not
sufficient,” to produce doctoral-level capstone.
REQUIRED DOCTORAL HALLMARKS OF THE RESEARCH PROBLEM
In Walden’s scholar-practitioner model, a research problem shows
promise of contributing meaningfully to the field ONLY if the answer
to ALL of the following questions is “yes.”
1. JUSTIFIED?
Is there evidence that this problem is significant to the professional field?
There must be relevant statistics (expressing an unjust inequality,
financial impact, lost efficiency, etc.), documentable discrepancies (e.g.,
two models that are difficult to reconcile), and/or other scholarly facts
that point to the significance and urgency of the problem. The problem
must be an authentic “puzzle” that needs solving, not merely a topic that
the researcher finds interesting.
2. GROUNDED
IN THE
LITERATURE?
Can the problem be framed in a way that will enable the researcher to
either build upon or counter the previously published findings on the topic?
For most fields, this involves articulating the problem within the context
of a theoretical or conceptual framework. Although there are multiple
ways to ground a study in the scientific literature, the essential
requirement is that the problem is framed in such a way that the new
findings will have implications for the previous findings.
3. ORIGINAL?
For research doctorates (Ph.D.):
Does the problem reflect a meaningful gap in the research literature?
For the professional doctorates (Ed.D. and D.B.A.):
Does the problem describe a meaningful gap in practice?
4. AMENABLE
TO
SCIENTIFIC
STUDY?
Can a scholarly, systematic method of inquiry be applied to address the
problem?
The framing of the problem should not reveal bias or present a foregone
conclusion. Even if the researcher has a strong opinion on the expected
findings, scholarly objectivity must be maximized by framing the problem
in the context of a systematic inquiry that permits multiple possible
conclusions.
Yes
No
Research Theory, Design, and Methods
Walden University
Problem Statement Checklist
Use the following criteria to evaluate an author’s problem statement:
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Is a problem identified that leads to the need for this study?
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Is a rationale or justification for the problem clearly stated?
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Is the problem framed in a way that is consistent with the research approach?
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Does the statement convey how the study will address the problem?
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Are the citations to literature current (i.e., within the past 5 years with the
exception of seminal works)?
© 2016 Laureate Education, Inc.
Page 1 of 1
Research Theory, Design, and Methods
Walden University
Use of Literature Checklist
Use the following criteria to evaluate an author’s use of literature.
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Look for indications of the following ways the author used literature:
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Introduce a problem
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Introduce a theory
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Provide direction to the research questions and/or hypotheses
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Compare results with existing literature or predictions
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Did the author mention the problem addressed by the study?
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Is the purpose of the study stated?
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Are key variables in the study defined?
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Is information about the sample, population, or participants provided?
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Are the key results of the study summarized?
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Does the author provide a critique of the literature?
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Are sources cited to support points?
•
Are the citations to recent literature (within the past 5 years with the exception
of seminal works)?
•
Does the literature justify the importance of the topic studied?
© 2016 Laureate Education, Inc.
Page 1 of 1
The role of management consultancy in implementing
operations management in the public sector
Radnor, Zoe; O’Mahoney, Joe.International Journal of Operations & Production
Management; Bradford Vol. 33, Iss. 11/12, (2013): 1555-1578.
1.
Full text
2.
Full text – PDF
3.
Abstract/Details
4.
References 92
Abstract
TranslateAbstract
Purpose – This paper reflects on the growing trend of engaging management consultancies in
implementing operations management innovations in the public sector. Whilst the differences
between public and private sector operations have been documented, there is a dearth of material
detailing the impact of public sector engagements on the consultancies themselves and the
operations management products and services they develop. Drawing on qualitative data, the
paper aims to identify both the impact of operations management in the public sector and the
impact of this engagement on the consultancies that are involved. Design/methodology/approach
– This paper draws on rich, qualitative data from six large management consultancies, amounting
to over 48 interviews. An inductive methodology sought to identify both how consultancies have
adapted their operations management products and services, and why. Findings – The paper finds
that the different context of the public sector provides consultants with considerable challenges
when implementing operations management projects. The research shows that public services are
often hampered by different cultures, structures, and managerial knowledge and investment
patterns. Such constraints have an impact on both the projects being implemented and the
relationship between consultants and clients. Originality/value – There are few studies that
consider the implementation of operations management in the public sector and fewer still which
examine the impact of public sector engagement on the products that consultancies develop. This
paper aims to develop understanding in both. At a more theoretical level, the paper contributes to
considering operations management through knowledge management literature in seeking to
understand how consumers of management knowledge influence its producers.
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Full Text
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Trends in modern operations management
Edited by Ben Clegg, Jillian MacBryde and Prasanta Dey
1 Introduction
This paper seeks to contribute to the theme of this special issue by exploring the intersection of
two important trends in operations management: the growing influence of management
consultants on operations management methods and the increased use of such methods in the
public sector. These trends intersect in a highly visible arena since the “efficiency agenda”
introduced by many Western governments has, somewhat ironically, lead to a growing trend in
public spending on management consultancies to help implement these reforms ([10] Boyne et
al. , 2003). In the UK, for example, the operational efficiency report ([35] HM Treasury, 2009)
stipulated that potential savings of around £10 billion a year should be achieved over the next
three years. In order to achieve this, public sector organisations have sought to introduce a range
of operations management approaches including Lean thinking, Six Sigma and business process
reengineering (BPR) ([67] Radnor, 2010). The evidence of the implementation of process
management and improvement methodologies includes health ([34] Guthrie, 2006; [23]
Fillingham, 2007), central government ([69] Radnor and Bucci, 2007) and local government
([62] Office of the Deputy Prime Minister, 2005). As public sector managers rarely have the
resources or skills to implement such programmes themselves, they have increasingly looked
towards management consultancies to support them in their efforts ([55] MCA, 2010).
A review of the literature in this area highlights (at least) two under-developed areas in our
understanding of this intersection. On the one hand, there is the question of how operations
management methods and tools which consultancies have often developed for the private sector
translate into the public sector. Previous insights have shown that the transfer of tools, concepts
and programmes from the private sector can be problematic in public sector organisations which
are “based much more on values, ethical and professional concepts and have to address many
more issues than [those in the private sector]” ([19] Diefenbach, 2009, p. 895). Whilst several
studies have shown the impact, and limitations, of private sector tools and methods on public
sector workers ([9] Boyne, 2002) there is relatively little literature that specifically focuses on
the consultancy experience of such transfers. Thus, in order to gain an insight into the important
contextual processes which underpin such interventions, our first research question asks:
RQ1. How do operations management consultancy interventions in the public sector differ to
those in the private sector?
A second area of consideration concerns the impact of public sector engagements on the methods
and services that consultancies develop. In the literature concerning the knowledge developed by
management consultancies there has been an increasing focus on both the ways in which
consultancies commodify knowledge into formal products ([24] Fincham, 1995; [80] Suddaby
and Greenwood, 2001; [16] Clegg et al. , 2004; [38] Heusinkveld and Benders, 2005; [36] Haas,
2006) and the manner in which such consulting services are implemented in client contexts ([26]
Fincham and Roslender, 2004; [79] Sturdy et al. , 2009; [59] Nicolai et al. , 2010). However,
what has been less well understood is the way in which client-consultant interactions in different
contexts have an impact on the ways in which knowledge is developed. To this end, we ask:
RQ2. How does the public sector context influence the development of operations management
consulting?
The data to support this analysis is generated though semi-structured interviews with over 48
management consultants from six large management consultancies firms. Perhaps,
unsurprisingly, we found that there were significant differences in the type and style of
engagement between public and private sector organisations. These included the levels of
organisational bureaucracy, the role of procurement, the skills and autonomy of client managers
and their attitudes to risk. These findings are interpreted against the theoretical backdrop of the
knowledge literature, specifically through a three-stage model examining client contexts,
consultant-client relationships and operation management consultancy development. Our central
insight is to show how the public sector context exerts a commodifying influence on the
consultancy service. The findings help in creating an understanding of the development and use
of operations management by consultants and, within public services. By drawing on the
knowledge literature the research and paper also contributes to the much needed theoretical
development of operations management ([82] Taylor and Taylor, 2009).
To achieve this, the paper first provides a review of operations and process implementations in
the context of the public sector showing not only that, such programmes are increasingly
common but also that consultancies have growing popularity in supporting such interventions.
Next, drawing on knowledge commodification literature, the paper outlines the theoretical
framework used to structure our findings. Subsequently, the paper introduces the research
methodology: an inductive and qualitative enquiry at six large UK consultancies undertaking
process management interventions in the public sector. Using this data, the paper then identifies
the changes that have occurred to consultancies, their products and the reasons why these
changes have happened by reflecting on the use of operations and process management in the
public sector. Finally, the paper considers the findings, arguing that the public sector
engagements have an important impact on the operations management products that are
generated by consultancies. This section considers how this impact might be theorised and the
consequences for future research.
2 Operations and process management consultancy in the public sector
The UK has been a rich source of information about public sector reform over the last two
decades providing a valuable context in which to explore how and why practices are adapted or
adopted across a whole institutional field ([10] Boyne et al. , 2003). In the UK, 18 per cent of the
workforce are employed in the public sector ([51] MacGregor, 2001) with around half of the
workforce, or 2.8 million, working in local government and 1.5 million in the health services
([53] Massey, 2005). Over the last 15 years, under pressure to cut costs and increase quality due
to policies supported by [28] Gershon (2004) review and the efficiency agenda ([41] HM
Treasury, 2008), UK public sector organisations have witnessed a transformation in their
structures, strategies and management ([63] Pollitt and Bouckaert, 2004). Central to this
transformation has been the introduction of a wide range of service innovations from strategic
tools ([49] Llewellyn and Tappin, 2003; [86] Williams and Lewis, 2008) and operational
transformations ([76] Silvester et al. , 2004; [68] Radnor and Boaden, 2008) to a more
generalised shift in discourses of service and professionalism ([18] Davies, 2007).
In seeking to support such transformations, many public sector organisations have turned to the
expertise and legitimacy offered by management consultancies ([72] Saint-Martin, 2000). The
result has been a growth in public spending on consultancies to the point where it now represents
a global average of 19 per cent of consultancy revenues ([32] Gross and Poor, 2008), or $57
billion ([44] Kennedy Information, 2008). This represents a decade of phenomenal growth for
the industry – in the UK the market grew in double digits each year 2002-2005, increasing
revenue from £562 million in 2001 to £158 billion in 2005 ([54] MCA, 2006). The resulting
impact, both positive and negative, of consultancy innovations on the public sector has been
explored in some detail by academics ([46] Lapsley and Oldfield, 2001; [73] Saint-Martin, 2004;
[12] Christensen, 2005), journalists ([17] Craig and Brooks, 2006) and government watchdogs
([58] National Audit Office, 2006; [65] Public Accounts Committee, 2007). Yet cost reductions
are not the only reason for the growth in the use of consultancies. Many new governments have
faced strong opposition from their own civil servants and public sector workers to proposed
reforms. The use of consultants was used, in the early 2000s, as an explicit strategy to by-pass
bureaucratic resistance and enable quicker reform ([73] Saint-Martin, 2004; [17] Craig and
Brooks, 2006) (Figure 1 [Figure omitted. See Article Image.] and Table I [Figure omitted. See
Article Image.]).
There are good reasons to think that the public sector poses different challenges to consultancies
than their traditional clients in the private sector. The sector posses a number of differences
(Table II [Figure omitted. See Article Image.]) which, might suggest differing outcomes for both
clients and consultants. Comparing the two sectors, “from the bottom up” at a basic level,
managerial requirements are similar between the two sectors (e.g. management of human
resources, budget, project management, service delivery, etc). However, from a “top-down”
perspective, democratic values, ministerial/politics, laws and rights shape a much different
picture of managerial requirements ([74] Savoie, 2003; [30] Good, 2004). Often the accepted
role of the private sector is to engage in commercial enterprise, for profit. Firms are generally
free to engage or not engage, purchase inputs at the market price and abandon activities at will.
Principally accountable to their owners, business is held accountable by the market against
several “hard” indicators especially profitability ([78] Steward and Walsh, 1994). Whereas the
key purpose of public services is to undertake activities in the areas where profit cannot be made,
but the interests of society demand that the activities occur ([20] Drucker, 1993; [8] Box, 1999).
Unlike the private sector, [77] Smith (1995) argues public sector services must continue to
operate however difficult the local environment, sometimes delivering nationally and regionally.
Furthermore, [43] Kelly et al. (2002) suggest that most public sector enterprises have multiple
objectives with no single “bottom-line”. Even though financial indicators and ratios are widely
used in the private sector with ratios permitting comparisons between choices and market
accountability within the public sector, profit is an oxymoron ([42] Johnson and Broms, 2000).
Therefore, often financial indicators and ratios have limited application and receive effective
little executive attention within government. This lack of use and monitoring of data could
potentially have an impact on the justification of investment and resources required by
operations management programmes such as Lean and will be explored later in the paper.
Given the differences between the two sectors, the application of operations and process
management tools without appropriate adaptation for public service organisations has been
questioned ([94] Radnor and Walley, 2008). Other authors argue that service characteristics are
not an excuse for avoiding manufacturing methodologies as a means of efficiency gains ([48]
Levitt, 1972): any organization can gain substantial benefits from at least some new practices
([84] Waterson and Clegg, 1997) whatever the size or sector of the organization ([81] Swank,
2003). So, whilst engagement with the public sector has provided consultancies with
considerably different engagements to that which they find in private arenas, the question of how
this has impacted the relations of knowledge and practice has not been considered or theorised.
In the next section, we draw on theories of knowledge consumption and production to suggest
possibilities for progress in understanding the implementation of operations and process
management into the public sector.
3 Theorising knowledge engagements
The literature that seeks to understand the creation, dissemination and implementation of
management knowledge has developed considerably over the last 15 years ([6] Benders et al. ,
1998; [38] Heusinkveld and Benders, 2005). Within this field, consultants have been categorised,
along with business schools and management gurus, as “knowledge entrepreneurs” who develop
ambiguous, yet attractive products and services for consumption by a variety of users ([27]
Fosstenløkken et al. , 2003; [39] Heusinkveld et al. , 2009). Consultancies specifically have been
singled out for significant attention in their role in disseminating operations management
innovations such as BPR, Lean and TQM ([25] Fincham, 1999; [60] O’Mahoney, 2007). Within
this literature one can identify three-stages that have received attention in understanding the
generation, dissemination and implementation of consultancies products in client contexts (Table
III [Figure omitted. See Article Image.]).
In the first-stage, academics have examined the processes of service development and noted the
political and social struggles which characterise the development of new consultancy repertoires
or services ([6] Benders et al. , 1998; [13] Clark, 2004; [38] Heusinkveld and Benders, 2005), for
example, describing the processes of “commodification” that take place in order to make
knowledge more attractive to consumers ([24] Fincham, 1995; [80] Suddaby and Greenwood,
2001). In the second-stage, studies focus on the relationships consultants have with clients
emphasising both the sales activities of consultants and their interactions with clients in defining
projects. These studies have not only looked at the different roles consultants as magicians ([25]
Fincham, 1999), missionaries (Wright et al. , 2004) or preachers ([85] Whittle, 2006), but also
emphasise the power relationships between consultants and clients that structure the interactions
(Clark et al. , 1996; Wright et al. , 2004; [2] Alvesson et al. , 2009). Finally, studies examine
what happens when consultancy innovations “land” at client sites and are implemented into
client contexts. Here, the focus is on the political negotiations, social disruptions and translation
effects that occur when implementing a new idea in a specific context ([40] Hislop, 2002; [16]
Clegg et al. , 2004).
What is missing from the model (Table III [Figure omitted. See Article Image.]) is the issue of
reverse causality: the impact of differing client contexts and relationships on the services that
consultancies develop. There are only a handful of academics that have acknowledged the
possibility of reverse flows of influence in consultant – client relationships. [39] Heusinkveld et
al. (2009) for example emphasise the “market scanning” activities that consultants undertake
when developing new products. However, we can find no research that examines the impact of
different client sectors on the products and services that operations management consultants
develop. We believe therefore that studying the influence of public sector clients on the
consultancies they use is an important and promising arena for investigation. In the next section,
therefore, we detail the methods by which this topic was examined.
4 Methodology
Our study is of an exploratory nature as we are looking into how concepts were being applied
into a new context and so are interested in how contextual factors modulate that implementation
and have effects upon the creation, dissemination and implementation of management
knowledge. Therefore, a case-study approach was taken, as this ensures the ability to assess the
organisational dynamics of the implementations at multiple levels simultaneously ([88] Yin,
1993; [83] Voss et al. , 2002). Six large consultancies were identified which have implemented
process management solutions within the public sector. Three of the organisations are dedicated
management consultancy firms whilst the other three deploy management consultancy as part of
their portfolio of activities. However, all are and have been engaged with public sector clients
and perceive them to be a growing revenue stream. Table IV [Figure omitted. See Article
Image.] gives an outline of the organisations and who was interviewed.
In total 48 interviews were conducted across the six organisations with senior partners, directors
and consultants who had responsibility for development and delivery of operations and process
management products and services in public services in order to seek how they understood
themselves in their construction of the delivery of the product. All consultants interviewed had
experience of both private and public sector clients. An interview schedule was developed which
asked a set of questions related to the implementation of operation and process management
products in general in public services and then asking about one, often Lean, in more detail.
The research focused on RQ1 and RQ2 . To support this enquiry, the following interview
questions were asked related to the three-stages outlined in Table III [Figure omitted. See Article
Image.].
Service development
– Would you describe (management consultancy offering) as a product? Give an outline of what
this product is?
– How has this product been amended for the public sector? Were changes intentionally planned
or did changes simply evolve?
– Have and do you change your language and the material used?
Client relationships
– Considering the implementation of (management consultancy offering): do you work
differently in the public sector: in the consultancy team, in relation to your consulting company
and in relation to the client?
– Considering the implementation of (management consultancy offering): what different
expectations do clients have of you as a person in the public and private sectors? How does this
make you feel?
Client contexts
– Give up to three differences you have found between selling and implementing this product in
the public and private sector?
– What has happened to (management consultancy offering) when you have implemented it in
and across clients?
– Have clients spread the product within their own and to other organizations?
– Did it fizzle out in some companies/sites? If so, which ones?
Where necessary, these questions were followed up by delving into issues that emerged. All
interviews were transcribed and additional “reflective notes” were developed during the case
study. The transcribed interviews were rigorously coded and classified using the six step
procedure ([66] Radnor, 2002). Radnor’s technique for analysing and interpreting data follows
six key steps:
topic ordering;
constructing categories;
rea
RESEARCH RESOURCE
This resource is intended to assist doctoral students at the prospectus and proposal stages
with developing research design components, identifying a doctoral-level research problem,
writing a problem statement, and ensuring research design alignment.
Early Steps in the
Development of a
Research Design
Developing the Research Design Components
Identify the discipline-specific Research Problem by
reviewing recent literature related to the topic of interest.
Establish the Purpose of the Study, which progresses from
and addresses the research problem.
Develop the Research Question(s), which helps to focus the
study.
Further review seminal works and current, peer-reviewed,
primary sources to identify the Framework, develop
hypotheses, inform design choices, etc.
Determine the Methodology and Research Design, data
source and instrumentation, and data analysis technique(s),
that best address the research question(s).
Identifying a Doctoral-Level Research Problem
LITMUS TEST | Required Hallmarks for a Doctoral-Level Research Problem
Discover topic/problem ideas by reviewing research findings and current practice. In Walden’s scholar-practitioner model, a
research problem shows promise of contributing meaningfully to the field only if the answer to each question below is “yes.”
Justified?
Grounded?
Rubric Standard: Justified
Rubric Standard: Grounded
Supported by relevant statistics, evidence, etc.; a
discipline-specific puzzle that needs solving.
Built on previous research; a problem framed in a
theoretical or conceptual framework.
Original?
Doctoral-Level
Research
Problem
Rubric Standards: Original, Meaningful
Making an original contribution; reflecting a
meaningful gap in research literature (PhD) or
practice (professional doctorates).
Amenable
to Scientific Study?
Rubric Standards: Feasible, Objective
Framed objectively; able to be a systematic study,
permitting multiple possible outcomes.
_
Writing the Problem Statement
From the PhD Prospectus Guide
Provide a one- to two-paragraph statement that is the result of a review of research findings and current practice and that contains a description of
the problem along with evidence that provides a justification that the problem is meaningful to the discipline. Therefore, problem statements need:
Intro/Support Information | Problem with Evidence| Justification of Discipline Importance | Gap in the Literature
Sample Problem Statement from the PhD Prospectus Guide
Conducting a supervised independent research project is a unique feature of completing a doctoral degree (Lovitts, 2008; Luse, Mennecke, &
Townsend, 2012). Contrary to the commonly held belief of a 50% all-but-dissertation (ABD) rate, only approximately 20% of doctoral students are
unable to complete the dissertation after finishing their coursework (Lovitts, 2008; Wendler et al., 2010). The challenge of the dissertation is not a
new phenomenon in higher education, but what is new is the growing number of students who complete their academic programs online (Allen &
Seaman, 2007; Kumar, Johnson, & Hardemon, 2013). Although many students are ultimately successful in defining the central argument for a
doctoral capstone, how this process occurs in a distributed environment has not been well researched.
Highlighted in the book on doctoral education by Walker, Golde, Jones, Conklin-Bueschel, and Hutchings (2009) is the need to develop more
“pedagogies of research” (p. 151) to support teaching graduate students to be scholars. Although a modest body of scholarship exists on research
training in traditional programs, emerging research suggests that the online environment offers some unique challenges and opportunities for
doctoral students (Baltes, Hoffman-Kipp, Lynn, & Weltzer-Ward, 2010; Kumar et al., 2013; Lim, Dannels, & Watkins, 2008). Of the many aspects of a
research project, development of the problem statement is arguably a key step because it provides the rationale for the entire dissertation (Alvesson
& Sandberg, 2013; Luse et al., 2012).
Note: Once a doctoral-level, discipline-specific problem is identified, and an appropriate problem statement completed, you will have met 6 of the 9
Prospectus Rubric Standards. The only remaining Prospectus Rubric Standards are (a) Complete (does the prospectus contain all required elements?),
(b) Impact (will the study affect positive social change), and (c) Aligned (do the various components of the research plan align overall?).
Aligning the Research Design Components
Required Components for a Doctoral-Level Research Design
When we think about the basic components of a research design—those that must align with one another—they typically include the
•
•
•
•
•
•
•
Research Problem Statement (with social implications);
Purpose Statement (e.g., “To address the research problem, the purpose of this {method/design} study is to…”);
Theoretical or Conceptual Framework;
Research Question(s), Method, & Design;
Data Collection Tools and Sources (e.g., instrument and people, artifacts, records);
Data Points (e.g., variables, questions, scales); and
Data Analysis.
Conceptualizing the research plan is sometimes challenging. One way to assist with this and to ensure research design alignment is to use a visual to
help you see how the various parts of a research design should fit together and therefore must align with one another. For example, as presented in
the graphic below, the research problem, purpose, and framework must align with all other pieces of the research design. This example had three
research questions. If one research question does not appear to fit with the study purpose, it does not belong in the study design.
See also, in SMRT guides:
Alignment Language in
the Problem, Purpose, RQ
Completing a Research Design Alignment Table
Using a one-page blueprint can assist with ensuring the alignment of your research design. This example of a Research Design Alignment Table is one
way to visualize your design and help you stick to your plan as you write your capstone document.
Research Design Alignment Table
Research Problem,
Purpose, and Framework
Research Question(s), Method,
& Design
Data Collection Tools & Data
Sources
Provide one sentence for each.
These must align with all rows.
List one or more RQs, as needed;
Select method; Identify design. Add or
delete rows, as needed.
List the instrument(s) and people,
artifacts, or records that will provide
the data for each RQ.
Problem:
RQ1:
Data Points
List the variables, specific
interview questions, scales,
etc. that will be used for
each RQ.
Data Analysis
Briefly describe the
statistical or qualitative
analysis that will address
each RQ.
Select Method
Purpose:
Design:
RQ2:
Framework:
Select Method
Design:
RQ3:
Select Method
Design:
Note. The information in the left-hand column must align with all rows; and each individual RQ row must show alignment across the columns for that row.
Once your Research Design Alignment Table is completed, reflect on your design alignment. Ask yourself:
1. Is there a logical progression from the research problem to the purpose of the study?
2. Does the identified framework ground the investigation into the stated problem?
3. Do the problem, purpose, and framework in the first column align with the RQ(s) (all rows)?
4. Does each RQ address the problem and align with the purpose of the study?
5. Does the information across each individual row match/align with the RQ listed for that row?
•
•
•
By row, will the variables listed address the RQ?
By row, will the analysis address the RQ?
By row, can the analysis be completed with the data points that will be collected?
Litmus Test for a Doctoral-Level Research Problem
Background on these “litmus test” questions
• The distinguishing characteristic of doctoral-level research (as opposed to masters level) is that it must
make an original contribution to the field. However, students may struggle to identify what will
authentically contribute to their field or discipline.
• The most critical step in making such a contribution is to first identify a research problem with the 4
doctoral hallmarks below. Identifying a doctoral-level research problem is “necessary, but not
sufficient,” to produce doctoral-level capstone.
REQUIRED DOCTORAL HALLMARKS OF THE RESEARCH PROBLEM
In Walden’s scholar-practitioner model, a research problem shows
promise of contributing meaningfully to the field ONLY if the answer
to ALL of the following questions is “yes.”
1. JUSTIFIED?
Is there evidence that this problem is significant to the professional field?
There must be relevant statistics (expressing an unjust inequality,
financial impact, lost efficiency, etc.), documentable discrepancies (e.g.,
two models that are difficult to reconcile), and/or other scholarly facts
that point to the significance and urgency of the problem. The problem
must be an authentic “puzzle” that needs solving, not merely a topic that
the researcher finds interesting.
2. GROUNDED
IN THE
LITERATURE?
Can the problem be framed in a way that will enable the researcher to
either build upon or counter the previously published findings on the topic?
For most fields, this involves articulating the problem within the context
of a theoretical or conceptual framework. Although there are multiple
ways to ground a study in the scientific literature, the essential
requirement is that the problem is framed in such a way that the new
findings will have implications for the previous findings.
3. ORIGINAL?
For research doctorates (Ph.D.):
Does the problem reflect a meaningful gap in the research literature?
For the professional doctorates (Ed.D. and D.B.A.):
Does the problem describe a meaningful gap in practice?
4. AMENABLE
TO
SCIENTIFIC
STUDY?
Can a scholarly, systematic method of inquiry be applied to address the
problem?
The framing of the problem should not reveal bias or present a foregone
conclusion. Even if the researcher has a strong opinion on the expected
findings, scholarly objectivity must be maximized by framing the problem
in the context of a systematic inquiry that permits multiple possible
conclusions.
Yes
No
Research Theory, Design, and Methods
Walden University
Problem Statement Checklist
Use the following criteria to evaluate an author’s problem statement:
•
Is a problem identified that leads to the need for this study?
•
Is a rationale or justification for the problem clearly stated?
•
Is the problem framed in a way that is consistent with the research approach?
•
Does the statement convey how the study will address the problem?
•
Are the citations to literature current (i.e., within the past 5 years with the
exception of seminal works)?
© 2016 Laureate Education, Inc.
Page 1 of 1
Research Theory, Design, and Methods
Walden University
Use of Literature Checklist
Use the following criteria to evaluate an author’s use of literature.
•
Look for indications of the following ways the author used literature:
•
Introduce a problem
•
Introduce a theory
•
Provide direction to the research questions and/or hypotheses
•
Compare results with existing literature or predictions
•
Did the author mention the problem addressed by the study?
•
Is the purpose of the study stated?
•
Are key variables in the study defined?
•
Is information about the sample, population, or participants provided?
•
Are the key results of the study summarized?
•
Does the author provide a critique of the literature?
•
Are sources cited to support points?
•
Are the citations to recent literature (within the past 5 years with the exception
of seminal works)?
•
Does the literature justify the importance of the topic studied?
© 2016 Laureate Education, Inc.
Page 1 of 1
The role of management consultancy in implementing
operations management in the public sector
Radnor, Zoe; O’Mahoney, Joe.International Journal of Operations & Production
Management; Bradford Vol. 33, Iss. 11/12, (2013): 1555-1578.
1.
Full text
2.
Full text – PDF
3.
Abstract/Details
4.
References 92
Abstract
TranslateAbstract
Purpose – This paper reflects on the growing trend of engaging management consultancies in
implementing operations management innovations in the public sector. Whilst the differences
between public and private sector operations have been documented, there is a dearth of material
detailing the impact of public sector engagements on the consultancies themselves and the
operations management products and services they develop. Drawing on qualitative data, the
paper aims to identify both the impact of operations management in the public sector and the
impact of this engagement on the consultancies that are involved. Design/methodology/approach
– This paper draws on rich, qualitative data from six large management consultancies, amounting
to over 48 interviews. An inductive methodology sought to identify both how consultancies have
adapted their operations management products and services, and why. Findings – The paper finds
that the different context of the public sector provides consultants with considerable challenges
when implementing operations management projects. The research shows that public services are
often hampered by different cultures, structures, and managerial knowledge and investment
patterns. Such constraints have an impact on both the projects being implemented and the
relationship between consultants and clients. Originality/value – There are few studies that
consider the implementation of operations management in the public sector and fewer still which
examine the impact of public sector engagement on the products that consultancies develop. This
paper aims to develop understanding in both. At a more theoretical level, the paper contributes to
considering operations management through knowledge management literature in seeking to
understand how consumers of management knowledge influence its producers.
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Full Text
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•
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Trends in modern operations management
Edited by Ben Clegg, Jillian MacBryde and Prasanta Dey
1 Introduction
This paper seeks to contribute to the theme of this special issue by exploring the intersection of
two important trends in operations management: the growing influence of management
consultants on operations management methods and the increased use of such methods in the
public sector. These trends intersect in a highly visible arena since the “efficiency agenda”
introduced by many Western governments has, somewhat ironically, lead to a growing trend in
public spending on management consultancies to help implement these reforms ([10] Boyne et
al. , 2003). In the UK, for example, the operational efficiency report ([35] HM Treasury, 2009)
stipulated that potential savings of around £10 billion a year should be achieved over the next
three years. In order to achieve this, public sector organisations have sought to introduce a range
of operations management approaches including Lean thinking, Six Sigma and business process
reengineering (BPR) ([67] Radnor, 2010). The evidence of the implementation of process
management and improvement methodologies includes health ([34] Guthrie, 2006; [23]
Fillingham, 2007), central government ([69] Radnor and Bucci, 2007) and local government
([62] Office of the Deputy Prime Minister, 2005). As public sector managers rarely have the
resources or skills to implement such programmes themselves, they have increasingly looked
towards management consultancies to support them in their efforts ([55] MCA, 2010).
A review of the literature in this area highlights (at least) two under-developed areas in our
understanding of this intersection. On the one hand, there is the question of how operations
management methods and tools which consultancies have often developed for the private sector
translate into the public sector. Previous insights have shown that the transfer of tools, concepts
and programmes from the private sector can be problematic in public sector organisations which
are “based much more on values, ethical and professional concepts and have to address many
more issues than [those in the private sector]” ([19] Diefenbach, 2009, p. 895). Whilst several
studies have shown the impact, and limitations, of private sector tools and methods on public
sector workers ([9] Boyne, 2002) there is relatively little literature that specifically focuses on
the consultancy experience of such transfers. Thus, in order to gain an insight into the important
contextual processes which underpin such interventions, our first research question asks:
RQ1. How do operations management consultancy interventions in the public sector differ to
those in the private sector?
A second area of consideration concerns the impact of public sector engagements on the methods
and services that consultancies develop. In the literature concerning the knowledge developed by
management consultancies there has been an increasing focus on both the ways in which
consultancies commodify knowledge into formal products ([24] Fincham, 1995; [80] Suddaby
and Greenwood, 2001; [16] Clegg et al. , 2004; [38] Heusinkveld and Benders, 2005; [36] Haas,
2006) and the manner in which such consulting services are implemented in client contexts ([26]
Fincham and Roslender, 2004; [79] Sturdy et al. , 2009; [59] Nicolai et al. , 2010). However,
what has been less well understood is the way in which client-consultant interactions in different
contexts have an impact on the ways in which knowledge is developed. To this end, we ask:
RQ2. How does the public sector context influence the development of operations management
consulting?
The data to support this analysis is generated though semi-structured interviews with over 48
management consultants from six large management consultancies firms. Perhaps,
unsurprisingly, we found that there were significant differences in the type and style of
engagement between public and private sector organisations. These included the levels of
organisational bureaucracy, the role of procurement, the skills and autonomy of client managers
and their attitudes to risk. These findings are interpreted against the theoretical backdrop of the
knowledge literature, specifically through a three-stage model examining client contexts,
consultant-client relationships and operation management consultancy development. Our central
insight is to show how the public sector context exerts a commodifying influence on the
consultancy service. The findings help in creating an understanding of the development and use
of operations management by consultants and, within public services. By drawing on the
knowledge literature the research and paper also contributes to the much needed theoretical
development of operations management ([82] Taylor and Taylor, 2009).
To achieve this, the paper first provides a review of operations and process implementations in
the context of the public sector showing not only that, such programmes are increasingly
common but also that consultancies have growing popularity in supporting such interventions.
Next, drawing on knowledge commodification literature, the paper outlines the theoretical
framework used to structure our findings. Subsequently, the paper introduces the research
methodology: an inductive and qualitative enquiry at six large UK consultancies undertaking
process management interventions in the public sector. Using this data, the paper then identifies
the changes that have occurred to consultancies, their products and the reasons why these
changes have happened by reflecting on the use of operations and process management in the
public sector. Finally, the paper considers the findings, arguing that the public sector
engagements have an important impact on the operations management products that are
generated by consultancies. This section considers how this impact might be theorised and the
consequences for future research.
2 Operations and process management consultancy in the public sector
The UK has been a rich source of information about public sector reform over the last two
decades providing a valuable context in which to explore how and why practices are adapted or
adopted across a whole institutional field ([10] Boyne et al. , 2003). In the UK, 18 per cent of the
workforce are employed in the public sector ([51] MacGregor, 2001) with around half of the
workforce, or 2.8 million, working in local government and 1.5 million in the health services
([53] Massey, 2005). Over the last 15 years, under pressure to cut costs and increase quality due
to policies supported by [28] Gershon (2004) review and the efficiency agenda ([41] HM
Treasury, 2008), UK public sector organisations have witnessed a transformation in their
structures, strategies and management ([63] Pollitt and Bouckaert, 2004). Central to this
transformation has been the introduction of a wide range of service innovations from strategic
tools ([49] Llewellyn and Tappin, 2003; [86] Williams and Lewis, 2008) and operational
transformations ([76] Silvester et al. , 2004; [68] Radnor and Boaden, 2008) to a more
generalised shift in discourses of service and professionalism ([18] Davies, 2007).
In seeking to support such transformations, many public sector organisations have turned to the
expertise and legitimacy offered by management consultancies ([72] Saint-Martin, 2000). The
result has been a growth in public spending on consultancies to the point where it now represents
a global average of 19 per cent of consultancy revenues ([32] Gross and Poor, 2008), or $57
billion ([44] Kennedy Information, 2008). This represents a decade of phenomenal growth for
the industry – in the UK the market grew in double digits each year 2002-2005, increasing
revenue from £562 million in 2001 to £158 billion in 2005 ([54] MCA, 2006). The resulting
impact, both positive and negative, of consultancy innovations on the public sector has been
explored in some detail by academics ([46] Lapsley and Oldfield, 2001; [73] Saint-Martin, 2004;
[12] Christensen, 2005), journalists ([17] Craig and Brooks, 2006) and government watchdogs
([58] National Audit Office, 2006; [65] Public Accounts Committee, 2007). Yet cost reductions
are not the only reason for the growth in the use of consultancies. Many new governments have
faced strong opposition from their own civil servants and public sector workers to proposed
reforms. The use of consultants was used, in the early 2000s, as an explicit strategy to by-pass
bureaucratic resistance and enable quicker reform ([73] Saint-Martin, 2004; [17] Craig and
Brooks, 2006) (Figure 1 [Figure omitted. See Article Image.] and Table I [Figure omitted. See
Article Image.]).
There are good reasons to think that the public sector poses different challenges to consultancies
than their traditional clients in the private sector. The sector posses a number of differences
(Table II [Figure omitted. See Article Image.]) which, might suggest differing outcomes for both
clients and consultants. Comparing the two sectors, “from the bottom up” at a basic level,
managerial requirements are similar between the two sectors (e.g. management of human
resources, budget, project management, service delivery, etc). However, from a “top-down”
perspective, democratic values, ministerial/politics, laws and rights shape a much different
picture of managerial requirements ([74] Savoie, 2003; [30] Good, 2004). Often the accepted
role of the private sector is to engage in commercial enterprise, for profit. Firms are generally
free to engage or not engage, purchase inputs at the market price and abandon activities at will.
Principally accountable to their owners, business is held accountable by the market against
several “hard” indicators especially profitability ([78] Steward and Walsh, 1994). Whereas the
key purpose of public services is to undertake activities in the areas where profit cannot be made,
but the interests of society demand that the activities occur ([20] Drucker, 1993; [8] Box, 1999).
Unlike the private sector, [77] Smith (1995) argues public sector services must continue to
operate however difficult the local environment, sometimes delivering nationally and regionally.
Furthermore, [43] Kelly et al. (2002) suggest that most public sector enterprises have multiple
objectives with no single “bottom-line”. Even though financial indicators and ratios are widely
used in the private sector with ratios permitting comparisons between choices and market
accountability within the public sector, profit is an oxymoron ([42] Johnson and Broms, 2000).
Therefore, often financial indicators and ratios have limited application and receive effective
little executive attention within government. This lack of use and monitoring of data could
potentially have an impact on the justification of investment and resources required by
operations management programmes such as Lean and will be explored later in the paper.
Given the differences between the two sectors, the application of operations and process
management tools without appropriate adaptation for public service organisations has been
questioned ([94] Radnor and Walley, 2008). Other authors argue that service characteristics are
not an excuse for avoiding manufacturing methodologies as a means of efficiency gains ([48]
Levitt, 1972): any organization can gain substantial benefits from at least some new practices
([84] Waterson and Clegg, 1997) whatever the size or sector of the organization ([81] Swank,
2003). So, whilst engagement with the public sector has provided consultancies with
considerably different engagements to that which they find in private arenas, the question of how
this has impacted the relations of knowledge and practice has not been considered or theorised.
In the next section, we draw on theories of knowledge consumption and production to suggest
possibilities for progress in understanding the implementation of operations and process
management into the public sector.
3 Theorising knowledge engagements
The literature that seeks to understand the creation, dissemination and implementation of
management knowledge has developed considerably over the last 15 years ([6] Benders et al. ,
1998; [38] Heusinkveld and Benders, 2005). Within this field, consultants have been categorised,
along with business schools and management gurus, as “knowledge entrepreneurs” who develop
ambiguous, yet attractive products and services for consumption by a variety of users ([27]
Fosstenløkken et al. , 2003; [39] Heusinkveld et al. , 2009). Consultancies specifically have been
singled out for significant attention in their role in disseminating operations management
innovations such as BPR, Lean and TQM ([25] Fincham, 1999; [60] O’Mahoney, 2007). Within
this literature one can identify three-stages that have received attention in understanding the
generation, dissemination and implementation of consultancies products in client contexts (Table
III [Figure omitted. See Article Image.]).
In the first-stage, academics have examined the processes of service development and noted the
political and social struggles which characterise the development of new consultancy repertoires
or services ([6] Benders et al. , 1998; [13] Clark, 2004; [38] Heusinkveld and Benders, 2005), for
example, describing the processes of “commodification” that take place in order to make
knowledge more attractive to consumers ([24] Fincham, 1995; [80] Suddaby and Greenwood,
2001). In the second-stage, studies focus on the relationships consultants have with clients
emphasising both the sales activities of consultants and their interactions with clients in defining
projects. These studies have not only looked at the different roles consultants as magicians ([25]
Fincham, 1999), missionaries (Wright et al. , 2004) or preachers ([85] Whittle, 2006), but also
emphasise the power relationships between consultants and clients that structure the interactions
(Clark et al. , 1996; Wright et al. , 2004; [2] Alvesson et al. , 2009). Finally, studies examine
what happens when consultancy innovations “land” at client sites and are implemented into
client contexts. Here, the focus is on the political negotiations, social disruptions and translation
effects that occur when implementing a new idea in a specific context ([40] Hislop, 2002; [16]
Clegg et al. , 2004).
What is missing from the model (Table III [Figure omitted. See Article Image.]) is the issue of
reverse causality: the impact of differing client contexts and relationships on the services that
consultancies develop. There are only a handful of academics that have acknowledged the
possibility of reverse flows of influence in consultant – client relationships. [39] Heusinkveld et
al. (2009) for example emphasise the “market scanning” activities that consultants undertake
when developing new products. However, we can find no research that examines the impact of
different client sectors on the products and services that operations management consultants
develop. We believe therefore that studying the influence of public sector clients on the
consultancies they use is an important and promising arena for investigation. In the next section,
therefore, we detail the methods by which this topic was examined.
4 Methodology
Our study is of an exploratory nature as we are looking into how concepts were being applied
into a new context and so are interested in how contextual factors modulate that implementation
and have effects upon the creation, dissemination and implementation of management
knowledge. Therefore, a case-study approach was taken, as this ensures the ability to assess the
organisational dynamics of the implementations at multiple levels simultaneously ([88] Yin,
1993; [83] Voss et al. , 2002). Six large consultancies were identified which have implemented
process management solutions within the public sector. Three of the organisations are dedicated
management consultancy firms whilst the other three deploy management consultancy as part of
their portfolio of activities. However, all are and have been engaged with public sector clients
and perceive them to be a growing revenue stream. Table IV [Figure omitted. See Article
Image.] gives an outline of the organisations and who was interviewed.
In total 48 interviews were conducted across the six organisations with senior partners, directors
and consultants who had responsibility for development and delivery of operations and process
management products and services in public services in order to seek how they understood
themselves in their construction of the delivery of the product. All consultants interviewed had
experience of both private and public sector clients. An interview schedule was developed which
asked a set of questions related to the implementation of operation and process management
products in general in public services and then asking about one, often Lean, in more detail.
The research focused on RQ1 and RQ2 . To support this enquiry, the following interview
questions were asked related to the three-stages outlined in Table III [Figure omitted. See Article
Image.].
Service development
– Would you describe (management consultancy offering) as a product? Give an outline of what
this product is?
– How has this product been amended for the public sector? Were changes intentionally planned
or did changes simply evolve?
– Have and do you change your language and the material used?
Client relationships
– Considering the implementation of (management consultancy offering): do you work
differently in the public sector: in the consultancy team, in relation to your consulting company
and in relation to the client?
– Considering the implementation of (management consultancy offering): what different
expectations do clients have of you as a person in the public and private sectors? How does this
make you feel?
Client contexts
– Give up to three differences you have found between selling and implementing this product in
the public and private sector?
– What has happened to (management consultancy offering) when you have implemented it in
and across clients?
– Have clients spread the product within their own and to other organizations?
– Did it fizzle out in some companies/sites? If so, which ones?
Where necessary, these questions were followed up by delving into issues that emerged. All
interviews were transcribed and additional “reflective notes” were developed during the case
study. The transcribed interviews were rigorously coded and classified using the six step
procedure ([66] Radnor, 2002). Radnor’s technique for analysing and interpreting data follows
six key steps:
topic ordering;
constructing categories;
rea
Categories: