Power and organisational change: a case study
type: CreativeWork
description: This thesis reports the results of a case study conducted in a Portuguese manufacturing organisation, a part of a large group, which endured profound organisational changes. The initial objective of the research was to explore, in a processual way, the long-term interactions between an Enterprise Resource Planning (ERP) system, the consultants that implemented it and management accounting and control, in this organisation. However, during the fieldwork, the researcher was confronted with an apparent puzzle: in the past, formally powerful ‘central’ actors had been confronted with important limitations – including in their relations with formally less powerful actors, particularly ‘local’ actors at the plant level. At the time of the fieldwork, however, the situation had substantially changed. The researcher was therefore confronted with a puzzle, which seemed to be about the distribution of power in the organisation, about who the powerful actors were and, more fundamentally, what caused (or limited) actors’ relational power. Three innovations introduced by central actors appeared to have played an important role in this fundamental change in the organisation and in the distribution of power within it. At stake were a technological innovation – the adoption of the financial module of an ERP system (SAP FI) – and two organisational innovations: the relocation of the Corporate Centre (CC); and the creation of a Shared Services Centre (SSC), in the same location of the group headquarters and of the Chairman and majority shareholder. Clegg’s (1989) framework of ‘Circuits of Power’, based on a Foucauldian and Actor-Network Theory (ANT) approach, was drawn upon as interpretive lenses to address the empirical puzzle about power. The researcher’s mobilisation of the framework facilitated the understanding of what caused (or limited) actors’ relational power, not only in the past but, particularly, at the time of the fieldwork, when the ongoing repercussions of the three inno…
abstract: This thesis reports the results of a case study conducted in a Portuguese manufacturing organisation, a part of a large group, which endured profound organisational changes. The initial objective of the research was to explore, in a processual way, the long-term interactions between an Enterprise Resource Planning (ERP) system, the consultants that implemented it and management accounting and control, in this organisation. However, during the fieldwork, the researcher was confronted with an apparent puzzle: in the past, formally powerful ‘central’ actors had been confronted with important limitations – including in their relations with formally less powerful actors, particularly ‘local’ actors at the plant level. At the time of the fieldwork, however, the situation had substantially changed. The researcher was therefore confronted with a puzzle, which seemed to be about the distribution of power in the organisation, about who the powerful actors were and, more fundamentally, what caused (or limited) actors’ relational power. Three innovations introduced by central actors appeared to have played an important role in this fundamental change in the organisation and in the distribution of power within it. At stake were a technological innovation – the adoption of the financial module of an ERP system (SAP FI) – and two organisational innovations: the relocation of the Corporate Centre (CC); and the creation of a Shared Services Centre (SSC), in the same location of the group headquarters and of the Chairman and majority shareholder. Clegg’s (1989) framework of ‘Circuits of Power’, based on a Foucauldian and Actor-Network Theory (ANT) approach, was drawn upon as interpretive lenses to address the empirical puzzle about power. The researcher’s mobilisation of the framework facilitated the understanding of what caused (or limited) actors’ relational power, not only in the past but, particularly, at the time of the fieldwork, when the ongoing repercussions of the three inno…
author: Carvalho Oliveira, Joao Pedro F. F.
language: eng
keywords: Power, Organizational change, Institutional theory, Actor network theory, Rules
date published: 2010
date modified: 2026-07-24T02:07:25Z
provider: University of Dundee
publisher: Networked Digital Library of Theses and Dissertations
type: WebPage
source organization: University of Dundee