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The role of a digital engineering platform in appropriating the creation of new work-related mind-set and organisational discourse in a large multi-national company
Hussain, Zahid I. Hussain, N.
Hussain, Zahid I.
Hussain, N.
Publication Date
2019-10
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Crown Copyright © 2018 Published by Elsevier Ltd. All rights reserved. Reproduced in accordance with the publisher's self-archiving policy. This manuscript version is made available under the CC-BY-NC-ND 4.0 license.
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Yes
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openAccess
Accepted for publication
27/09/2018
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Abstract
This paper reports on a case study involving a strategic and innovative approach to creation of an in-house multifaceted digital engineering platform (the DEP) in overcoming a number of organisational problems at a multinational engineering company. The DEP was to be used strategically for simplifying the operational complexity and to create and appropriate new work-related mind-set and new organisational discourse to achieve homogenous working across the organisation, which is a huge challenge. The need for this system emerged from the need to resolve many organisational services related problems that carried phenomenal amount of processes, health and safety risks and to regulate, and, control the running of engineering project. Research data were collected using a longitudinal case study approach over a period of six months. In order to make sense of how the DEP helped the organisation, the study used certain elements of Extended Structuration Theory as a lens to assess the case study. This research discovered that the DEP succeeded in creating and appropriating work-related mind-set and organisational discourse. It also had real influence on working processes and employees at all levels while encouraging transparency, responsiveness, agility and accountability. It continues to help the organisation to govern, manage and maintain good standard of service but many barriers still remain.
Version
Accepted manuscript
Citation
Hussain ZI, Sivarajah U and Hussain N (2019) The role of a digital engineering platform in appropriating the creation of new work-related mind-set and organisational discourse in a large multi-national company. International Journal of Information Management. 48: 218-225.
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Article