Organisational Transformation in the Russian Oil Industry
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Organisational Transformation in the Russian Oil Industry

Sarah Dixon

Four longitudinal case studies of Russian oil companies are drawn upon to explain the process of organisational transformation. The book highlights how and why this process differs between companies within the same industry, explores the complexity of the change process and discusses the importance of the top management team. The links between organisational learning, dynamic capabilities and the implementation of change are analysed. An interesting insight into the constraints and enablers of organisational change is also provided. The framework developed from this study can be successfully applied to other organisations wishing to bring about organisational change.
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Chapter 10: Conclusions

Sarah Dixon


The preceding chapters have examined the process of organisational transformation in four Russian oil companies and developed theoretical frameworks explaining the role of the top management team in breaking with administrative heritage, the creation of absorptive capacity to enable exploitation and exploration, and the interaction of these with the deployment and search/selection functions of dynamic capabilities. Of the four Russian oil companies, two exhibited a high degree of transformation (the Western-style companies) and two did not (the Soviet-style companies). These case studies thus permitted both literal and theoretical replication. This work has implications for theory and practice and should motivate further research. This chapter first summarises the contributions to theory and areas for further research and second, elicits the critical success factors for business practitioners faced with transforming large, conservative business enterprises. IMPLICATIONS FOR THEORY The objectives of this research were twofold: to investigate the process of organisational transformation in the Russian oil industry and to contribute to resource-based theory in the context of the Russian oil industry. In pursuing these objectives I sought to understand how and why the process of organisational transformation differed between Russian oil companies and to what extent the resource-based view helped to explain this. The following sections explain how these objectives were met. Integrative Framework for Organisational Transformation Iteration between theory and empirical data from the case studies led to the development of four theoretical frameworks explaining the process of organisational transformation in transition economies, three of them being the constituent parts of...

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