A Study of the Implementation of a Global Change Program for Shared Services

  • Steven Richard Partridge

    Student thesis: Doctoral Thesis


    This research study is focused on the implementation of a global change program into five Global Service Centres (NGSCs), in India, Czech Republic, The Republic of Ireland, Malaysia and Mexico between 2014 and 2017.
    The study aims to help address perceived gaps in the theory and practitioner knowledge around the implementation of change in the pharmaceutical industry. It provides experiences and perspectives from the senior leaders and associates from the Service Centres, and the headquarter-based leaders in Switzerland.
    The approach was to collect data and examine this strategic change program as a case study and utilize semi-structured interviews and Interpretative Phenomenological Analysis (IPA), and surveys. By adopting a qualitative research methodology, the research questions focused on seeking a deeper understanding of the complex issue of change and change management from the associate’s experience.
    During times of change, associate’s understanding of change and change management seem more apparent as they respond to the burdens of those changes. These understandings help to explain how individual employees construct meaning about their organisation, the changes affecting the organisation, and themselves as members of the organisation.
    Several recommendations emerged from the interviews, observations and discussions. Firstly, the need to have leadership engagement was critical between operations and strategy; secondly, a better approach for stakeholder management was identified; thirdly, communication was seen to be effective, but with scope for improvement; fourthly, governance was identified as requiring more rigour; fifthly, a robust data-driven approach may have provided a significant depth to the overall approach, and possibly provided clearer success factors.
    An additional contribution of this research is the development of a model providing a comprehensive approach for practitioners to enable the implementation of change for future complex change programs.
    The factors encompassing this complex international change program are presented to support practitioners and academics with the results of this study, enabling opportunities in depth research into change management, culture, stakeholder management, resistance to change and creating closer alignment of teams at the operational level and the business strategy.
    Date of Award29 Jun 2019
    Original languageEnglish
    Awarding Institution
    • University of Portsmouth
    SupervisorPhilip Brabazon (Supervisor) & Barbara Savage (Supervisor)

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