Competing with CRS-generated information in the airline industry.

For over 20 years, computer reservation systems (CRSs) have been cited as a source of competitive advantage for the airlines that developed them. This paper reviews the developments that have given rise to such advantage, emphasising the use of CRS-generated information as a competitive tool within the airline industry. New evidence is presented suggesting that the control, dissemination and manipulation of CRS data by owning airlines continued to allow them to capitalise on their investment at the expense of competitors during the 1990s.

A framework for the transformation of the creative industries in a digital age.

The creative industries sector faces a constantly changing context characterised by the speed of the development and deployment of digital information systems and Information Communications Technologies (ICT) on a global scale. This continuous digital disruption has had significant impact on the whole value chain of the sector: creation and production; discovery and distribution; and consumption of cultural goods and services. As a result, creative enterprises must evolve business and operational models and practices to be sustainable. Enterprises of all scales, type, and operational model are affected, and all sectors face ongoing digital disruption. Management consultancy practitioners and business strategy academics have called for new strategy development frameworks and toolkits, fit for a continuously changing world. This thesis investigates a novel approach to organisational change appropriate to the digital age, in the context of the creative sector in Scotland. A set of concepts, methods, tools, and processes to generate theoretical learning and practical knowing was created to support enterprises to digitally adapt through undertaking journeys of change and organisational development. The framework is called The AmbITion Approach. It was developed by blending participatory action research (PAR) methods and modern management consultancy, design, and creative practices. Empirical work also introduced to the framework Coghlan and Rashford’s change categories. These enabled the definition and description of the extent to which organisations developed: whether they experienced first order (change), second order (adaptation) or third order (transformation) change. Digital research tools for inquiry were tested by a pilot study, and then embedded in a longitudinal study over two years of twentyone participant organisations from Scotland’s creative sector. The author applied and investigated the novel approach in a national digital development programme for Scotland’s creative industries. The programme was designed and delivered by the author and ran nationally between 2012-14. Detailed grounded thematic analysis of the data corpus was undertaken, along with analysis of rich media case studies produced by the organisations about their change journeys. The results of studies on participants, and validation criteria applied to the results, demonstrated that the framework triggers second (adaptation) and third order change (transformation) in creative industry enterprises. The AmbITion Approach framework is suitable for the continuing landscape of digital disruption within the creative sector. The thesis contributes to practice the concepts, methods, tools, and processes of The AmbITion Approach, which have been empirically tested in the field, and validated as a new framework for business transformation in a digital age. The thesis contributes to knowledge a theoretical and conceptual framework with a specific set of constructs and criteria that define first, second, and third order change in creative enterprises, and a robust research and action framework for the analysis of the quality, validity and change achieved by action research based development programmes. The thesis additionally contributes to the practice of research, adding to our understanding of the value of PAR and design thinking approaches and creative practices as methods for change.

Industrial relations in the privatised coal industry: continuity, change and contradictions.

This study seeks both to describe and account for the patterns of industrial relations which have emerged in the UK coal industry since privatisation in 1994. In doing so, it also aims to address some of the wider questions concerning the relationship between ownership and industrial relations. A series of hypotheses are advanced concerning how changes in ownership might affect industrial relations within the industry, and whether such changes would have positive or negative implications for organised labour. A case study approach is utilised to analyse labour relations developments at a number of collieries, and it is shown that the industrial relations strategies adopted by management within the new coal enterprises have had a determining effect upon the patterns of labour relations within the privati sed industry. This study also demonstrates that the emergent pattern of labour relations in the privatised industry is characterised by both continuity and change. However, whilst continuity with the patterns of labour relations established during the final decade of public ownership is shown to have had negative implications for organised labour within the industry, the changes associated with privatisation are demonstrated to have been a more ambivalent force. Change has, in different contexts, had some positive implications for organised labour, but in the majority of cases, the implications for labour have been negative. Overall, therefore, this study concludes that privatisation has had a significant influence upon industrial relations within the coal industry, and that organised labour has been detrimentally affected by these developments.