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dc.contributor.authorErakovic, Ljiljanaen_US
dc.contributor.authorWilson, Marieen_US
dc.date.accessioned2017-04-04T21:59:45Z
dc.date.available2017-04-04T21:59:45Z
dc.date.issued2006en_US
dc.date.modified2010-02-08T06:51:14Z
dc.identifier.issn09513558en_US
dc.identifier.doi10.1108/09513550610677780en_AU
dc.identifier.urihttp://hdl.handle.net/10072/28648
dc.description.abstractPurpose - This study aims to demonstrate the interaction of the regulatory environment and market forces with rapid technological change in the transformation of SOEs, as exemplified by Telecom NZ. Design/methodology/approach - This case study analysis explicates resource dependency and institutional forces in the process of SOE privatisation, in the first ten years of transformation, through textual analysis of data collected from company annual reports and interviews. Findings - It is demonstrated that resource dependencies on technology and capital, market forces, and the institutionalization of new structures and relationships, are as important as regulatory changes in the analysis of SOE restructuring. It is also documented that the regulatory transitions are not as clear-cut as the legislative dates and economic analyses suggest. Research limitations/implications - The research focuses on a single exemplar to explicate key interactions. While generalizable to theory, the use of in-depth case studies is context-specific. Practical implications - Both technology and market forces must be incorporated in models of public sector transformations to fully capture resource dependence and institutional effects. Originality/value - The value of the paper to academics is its integration and application of institutional theory and resource dependence theory to issues that have previously been explored primarily through economic lens. Methodologically, this paper provides an original insight into organisational change. The content analysis of annual reports, supported by interview records, reflects the importance of certain themes in organisational documents for organisational actors. To practitioners, this presents an in-depth "portrait" of one of the largest and most successful public sector transformations of its era.en_US
dc.description.peerreviewedYesen_US
dc.description.publicationstatusYesen_AU
dc.languageEnglishen_US
dc.language.isoen_AU
dc.publisherEmeralden_US
dc.publisher.placeUKen_US
dc.relation.ispartofstudentpublicationNen_AU
dc.relation.ispartofpagefrom468en_US
dc.relation.ispartofpageto489en_US
dc.relation.ispartofissue5en_AU
dc.relation.ispartofjournalInternational Journal of Public Sector Managementen_US
dc.relation.ispartofvolume19en_US
dc.rights.retentionYen_AU
dc.subject.fieldofresearchOrganisation and Management Theoryen_US
dc.subject.fieldofresearchcode150310en_US
dc.titleThe interaction of market and technology in radical transformation: The case of Telecom New Zealanden_US
dc.typeJournal articleen_US
dc.type.descriptionC1 - Peer Reviewed (HERDC)en_US
dc.type.codeC - Journal Articlesen_US
gro.date.issued2006
gro.hasfulltextNo Full Text


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