Simpson, David
(2023)
MIXED METHODS, ACTION-ORIENTED, CASE STUDY RESEARCH ON A KMS VENDOR SELECTION PROCESS IN A PUBLIC AGENCY.
Doctor of Business Administration thesis, University of Liverpool.
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Abstract
In a case study setting at a U.S. public pension plan, espousing a constructivist orientation, I conduct mixed method research comprised of action-oriented techniques informed by interviews and surveys, with a goal of advancing a software vendor selection process (that ultimately failed). I explore two central questions related to change management: i) what is the change that people are seeking, and ii) what obstacles are impeding that change. Informed by an extensive and iterative literature search on relevant topics, I conducted insider action-oriented research as a member of the self-selected, crossdepartmental team formed to guide the KMS implementation in the organization. I highlight four sequential cycles of action, which comprise the meta-cycle of the KMS vendor selection process. Integrated into the action-oriented research was corroborating empirical research which took the form of document review and observations. The participative reflective process identified four failure factors that included i) team member constitution and engagement, ii) technical and project management skill sets, iii) the application testing environment and process, and iv) project scope. These findings led to six recommendations: i) an assessment of business needs, ii) integration within a larger technological vision, iii) technical requirements development, iv) a mapping of the vendor landscape with a costbenefit analysis, v) leveraging consultants for vendor assessment and legal negotiations, and vi) bringing aboard project management expertise. While this actionable knowledge was not successfully transferred to the organization, the interactions generated additional insights into and opportunities for further research on public sector senior management decision-making rationale that seeks to avoid bureaucracy and public scrutiny. The paper ends with my reflections on changes to the organization and my development as a scholar/practitioner.
| Item Type: | Thesis (Doctor of Business Administration) |
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| Divisions: | Faculty of Humanities and Social Sciences > School of Management |
| Depositing User: | Symplectic Admin |
| Date Deposited: | 10 Aug 2023 15:38 |
| Last Modified: | 10 Aug 2023 15:39 |
| DOI: | 10.17638/03171336 |
| Supervisors: |
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| URI: | https://livrepository.liverpool.ac.uk/id/eprint/3171336 |
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