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This thesis is a critical evaluation of the theory and practice of Sustainable Supply Chain Management (SSCM). It seeks to understand why SSCM theory has so little to say about environmental sustainability and to explore how SSCM practice is contributing towards the transition towards sustainable development. I conjecture that SSCM scholars have not engaged sufficiently with the broader sustainability literature and other constructions of sustainability, which has led to a lack of theory development within SSCM. The sustainability paradigms framework that forms the core of the thesis was developed in order to broaden the discussion around sustainability within SSCM. Specifically, it embraces the contested nature of the concept of sustainability and uses multiple sustainability paradigms to construct future directions for theory development. In order to put the concept of environmental sustainability at the centre of SSCM theory, the concept of ‘environmental effectiveness’ was developed which seeks to differentiate between environmentally sustainable strategies and those that merely seek to achieve reductions in unsustainability. In order to evaluate the practice of SSCM, a case study was conducted. The concept of ‘environmental effectiveness’ is operationalized through the use of non-perceptual measures related to carbon emissions and evaluates the extent to which SSCM practices contribute towards climate stabilization, a key sustainability objective. It is found that those SSCM practices that have been shown to improve ‘environmental performance’ within the extant SSCM literature did not deliver ‘environmentally effective performance’ within the case study. This raises the possibility that the literature has mistaken reductions in unsustainability for sustainability proper and that we may need to go back to basics. The findings are discussed with reference to the sustainability paradigms framework and multiple opportunities for theory development within SSCM are explored.

Information technology (IT) is a key enabler of modern business practices, yet reliably effective IT systems remain a significant challenge for many organizations. The consequences when systems fail to behave as expected becomes ever-more problematic as IT dependence grows. Therefore, methods for assessing IT effectiveness and generating actionable recommendations for improvement are key drivers of success. For this reason, large organizations often adopt IT best practice frameworks such as COBIT, ITIL or ISO/IEC standards which can offer greater assurances of IT effectiveness. However smaller organizations are rarely able to adopt these frameworks due, in part, to resource constraints, and a preference to eschew authoritative practices in favour of informal guides to action. Consequently, a significant research gap is the lack of IT effectiveness approaches for organizations unable or unwilling to adopt formal IT best practice frameworks. This thesis presents an alternative norms-based approach to IT effectiveness which some organizations might find more suitable. Norms are informal beliefs (e.g. ‘using a complex password helps safeguard data’) which motivate behaviours and can often be expressed using non-technical language. We review the literature to formulate a predictive model connecting norms to IT quality. Employing a scientific methodology defensible on philosophical grounds and accepted research practices, we distil a set of IT effectiveness norms from the COBIT 4.1 IT governance framework and adapt theories of motivation to justify our assertion that IT effectiveness norms can motivate actions. Our work is signficant in its formulation of an alternative approach for assessing IT operations and improving organizational IT outcomes. Our survey instrument –validated in four studies, which include a non-profit and government organization, multiple small businesses, a large pharmaceutical company and a university –is a light-weight and reliable assessment tool. Our predictive model is able to explain 26% of observed variance, and can offer actionable and non-technical insights which can improve organizational outcomes. A norms-based approach may bring many of the same IT effectiveness benefits offered by formal IT best practices into organizations, such as small businesses, which lack the resources for their implementation. This approach may also help bridge important communication gaps between IT professionals and others in the organization by providing a different, less technical perspective for framing, assessing, diagnosing, and communicating about IT processes.

Music is an essential part of people’s every day lives, accompanying them as they go about their daily routines, and it can be experienced in almost any context now; which allows us to capture, categorize and reconstruct the activities and memories that shape our personal, social and cultural lives. In this thesis, the area of concern that I explore is the creation of an online community based on people’s experiences with music. Because of the personal nature of the topic and the tendency for the information to change over time, the methodology I chose was action research, specifically Checkland and Holwell’s (1998) FMA methodology. Using this approach, I investigate the different kinds of technology that can be used to build the foundations of the community and which factors are most salient to facilitate member growth. I also examine the effects that user-generated content has on the participation within an online community and the technological features that aid in facilitating this. I discovered that trust is a vital part of an online community because it fosters cooperation between members through visible pro-social behaviour, and that a combination of ease of use, usefulness and the size of the community could influence the participation and activity of users in generating content. I also found that the development cycle for Internet software never ends, thus permanently in beta, as there will always be improvements to the community based on user feedback. I analyzed the data by comparing key metrics such as membership and user-generated content growth for each community to see if the learning and reflections from previous cycles helped improve community participation in the current cycle. The results I obtained and method I used in the thesis demonstrated my contribution to the body of knowledge in using action research theory, specifically the FMA methodology, to investigate, learn and develop an online community as an app creator. I argue that action research can help guide academic-based startups in much the same way as other startup frameworks and this point is one of the focuses for future research on this topic.

The Study identifies a lack of investigation into ‘organisational obstinacy’. Organisational resistance is critiqued for ignoring the ambivalence of individuals’ and groups’ feelings around change. As a consequence, work on resistance has tended to concentrate on improving change management techniques rather than influencing organisational forces. In contrast, obstinacy is felt to contain positive as well as negative attitudes which both contribute to why change programmes falter. Organisational characteristics examined include frameworks of interdependencies, the conceptual and shared understanding of the organisational change paradigm being sought, and the flow of ideas within an organisation which illuminate the direction of change that is being pursued. A research model is adopted that identifies where organisational obstinacy might be best observed. Using a longitutinal ethnographic Action Research single case study methodology, a four stage research programme is undertaken in a metropolitan local authority in the UK. Soft System Modelling is used to bring clarity to the Action Research methodology including a clear expression of the epistemology being adopted and a complex ‘framework of ideas’ being developed for each stage. A coherent explanation of the key events that took place is summarised. Two important models are developed which illustrate how ideas might flow around the organisation and where connected interdependencies might become established. These capture the idea of a ‘Winding 8’ with ‘points of crank’ and a ‘critical mass’ comprising contributing elements to the whole change programme. The key findings suggest that organisational obstinacy can be observed when the organisational equilibrium is disturbed by the strength of the introduced driving forces. Under the influence of this obstinacy the organisation re-establishes the ‘old normal’ surprisingly swiftly. A duality of attitudes, often held by the same people, which both support driving forward as well as restraint, suggests that obstinacy can be both positive and negative in its operation. A definition of Organisational Obstinacy is offered. The limitations in the methodology are discussed. Conclusions are drawn on the nature of organisational obstinacy and its operation and possible new directions for further research are offered.

In the current global market, knowledge is viewed as a source of competitive advantage. In particular, it has become a crucial factor for Multinational Corporations (MNCs). MNCs are searching for appropriate ways to manage and use their knowledge effectively and efficiently. Their challenge is how to facilitate the sharing of knowledge and maximise the value from all available knowledge assets. In response to this, MNCs use Knowledge Management Systems (KMSs) for sharing, utilising and integrating knowledge as well as supporting Decision-making Processes. Therefore, the primary concern of this research is to examine knowledge sharing by using KMSs to support decision-making processes in MNCs. The study extends the existing literature on KMSs, knowledge sharing, and decision-making processes by proposing and empirically testing a new conceptual model in MNCs. For this purpose, a mixed-methods approach has been designed, combining semi-structured interviews and a questionnaire to collect data from MNCs participants from Europe and the Middle-East. In the first phase of this study, 42 semi-structured interviews were conducted with participants from 32 different MNCs in 12 countries to explore the main factors affecting knowledge sharing by using KMSs to support decision-making processes. A conceptual framework comprising four core dimensions was developed using thematic analysis. In the first dimension, Knowledge Management Systems, three themes were identified: technology acceptance, communication tools, and KMSs usage. In the second dimension, Knowledge Sharing Practices, the three themes were: content, willingness to share, and external factors. In Culture, the themes were: national culture, organisational culture, and information technology culture. In the fourth dimension, Decision-making Processes, extent of analysis and speed of decision-making were identified. This study went a step further than merely identifying the factors that affect KS. A conceptual model and twelve hypotheses were developed based on the findings of the thematic analysis, literature review, and the research objectives. The new model comprises seven constructs: organisational culture, perceived ease of use and perceived usefulness of using KMSs, KMSs usage, knowledge sharing, decision-making processes and organisational effectiveness. A survey was conducted to collect data on participants’ perceptions to test the model. Responses from 221 KMSs users were analysed. Structural equation modelling was conducted to test the hypothesised relationships. The results revealed that all hypotheses are statistically significant. KMSs usage and organisational culture have a positive and significant impact on knowledge sharing, with organisational culture having the largest impact. KMSs usage, knowledge sharing and organisational culture have a significant effect on decision-making processes; knowledge sharing has the biggest impact, followed by KMSs usage, and a marginally positive impact of organisational culture. Moreover, perceived ease of use has a strong and positive significant impact on the perceived usefulness of KMSs. Perceived usefulness, perceived ease of use, and organisational culture have a positive and significant effect on KMSs usage, with organisational culture having the largest impact. Finally, organisational culture, decision-making processes and perceived usefulness have a positive and significant impact on organisational effectiveness, but decision-making processes have the biggest impact. This study has practical implications for different stakeholders in MNCs, including managers, decision makers, KMSs designers, IT specialists, and consultants, in linking KMSs usage and knowledge sharing with decision-making processes and organisational effectiveness, and by focusing on organisational culture in knowledge management.

The aim of this research was to explore the user participation behaviours in the emerging structure of organisational social media platforms; a term coined and defined in this thesis. This emerging community structure originates from technical discussion forums and knowledge repository systems, and appears to be concerned with solving user problems, generating professional and technical content, and facilitating interaction in the external organisational domain. This research has explored three such platforms in the software and technology sector; namely, the SAP Community Network, the Oracle Community site, and Microsoft's professional platforms, MSDN and TechNet. Qualitative open-ended interviews were conducted and analysed under the interpretive paradigm, to generate a theoretically-grounded account on the use of social media tools in this context, the benefits and value outcomes gained, the underlined reasons and motivations that drive participation, and the emerging impact of active contribution as external users gain recognition. It was found that organisational social media platforms enable the development of rich technical content, personalised experience and thought leadership, creating in this way an environment for problem solving, professional development and expert recognition. The voluntary participation observed is evidently underlined with a combination of altruistic attitudes (e.g. satisfaction, enjoyment and a pro-sharing attitude), reciprocal helping behaviours (e.g. paying it forward, and sharing knowledge and experience) and personal gain expectations (e.g. visibility, recognition and career advancement). The individual platform users appear to acquire participation roles based on their technical expertise (newbie, knowledgeable and expert) and on the level of engagement they wish to undertake (lurker, contributor, community influencer and recognised user). A group of highly active users is formed in this way at the top tier of participation that establishes channels for professional credibility, product feedback and external advocacy through a close relationship with organisational members. These findings suggest that organisational social media platforms can constitute a new interface with the external environment and a potential business model, under which flexible forms of communication and interaction affect the support infrastructure changing the way in which customer service can be delivered, product and sales advocacy can be established, and innovation and product development can be achieved; complementing in this way internal processes with external activity.

According to some commentary, employees are empowered by simple, flexible and lightweight social software such as blogs and wikis. Using such software, it is claimed they will be able to connect and collaborate beyond boundaries and to benefit organisations in innovation and growth. Extending such claims, commentators also argue that social software challenges existing ways of networking, communicating and collaborating and is likely to cause disruption to some organisations. However, a literature search reveals that it is still unclear for both researchers and practitioners how social software can be exploited for work purposes, and what are the grounds for its adoption. Systematic investigation of the adoption of social software for work collaboration is found to be absent in academic writing. Organisations continue experimenting on social software, seeking ways to encourage their employees to adopt the tools, and expect to benefit from self-organised, distributed collaboration. This technology adoption is a contingent process. The way members use social software is embedded within the social interaction process, group characteristics, tasks and environments. Adaptive structuration theory (AST) is adopted for social software-supported collaboration in a way that emphasised its value as a contextual analysis approach. A conceptual framework was developed from the researcher's experiential knowledge, AST and empirical evidence, and then revised with the findings from exploratory studies. The main theoretical insights induced from empirical evidence are: influence from 'meta-users', e.g., supervisors and managers, affects both users' use intention and behaviour. Social structures embedded in social capital can enable or inhibit the adoption of social software. Nevertheless, new social structures do emerge from online conversations. Additionally, the results show that task-technology fit has little relevance to social software adoption. A case study approach with mixed methods is adopted in this study. Social network analysis and statistical analysis provide complementary support to qualitative analysis. The UK public sector was chosen as the research context. Individuals are knowledge workers in distributed and cross-boundary groups. The asynchronous social software applications studied are blogs and wikis.