The purpose of this research project is to investigate individual perceptions and experiences of project management training in order to develop a qualitatively-informed framework for evaluation that enhances the understanding of participant values. Most existing training evaluation frameworks seek to assess the organisational impact of training. However, organisational changes do not primarily depend on the value of the training, but rather on the support and incentives provided for training transfer. This research concentrates on project management training courses delivered to university staff, and it is contended that assessing only at an organisational level may not always be most helpful. It is argued here that the effect on the individual is also important. Two research questions are developed: How do participants perceive value in the context of project management training? What are the key indicators for the identification of value in a participant's evaluation of project management training? Thirteen in-depth, conversational interviews were conducted with participants who had attended project management training courses. The interviews were influenced by the concepts of memory, voice and reflection to achieve a greater depth, appreciation and understanding of the participant's perceptions of value. The participants were interviewed twice with the analysis of the first set of interviews informing the content of the second. Two key arguments develop through the thesis. First, in relation to the form of evaluation, it suggests that for project management training the individual should be the focal point of the assessment. The evaluation should seek to understand, through memory and reflection, if a course has had any effect on the participant. This assumption implies a qualitative approach to evaluation is useful and, as it is counter to most existing models, necessitates the development of a framework which is more sensitive to participants' perceptions of value. Second, the thesis develops an argument about the content of the evaluation and the key features to be considered for project management training. A framework is developed based on the findings of the study, and is presented and described here. It contributes to theory by enhancing Brinkerhoff's (2003) existing evaluation model and contributes to practice by detailing an applicable and useable evaluation framework.

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.

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An investigation in innovation management and entrepreneurial management is conducted in this thesis. The aim of the research is to explore changes of innovation styles in the transformation process from a start-up company to a more mature phase of business, to predict in a second step future sustainability and the probability of success. As businesses grow in revenue, corporate size and functional complexity, various triggers, supporters and drivers affect innovation and company's success. In a comprehensive study more than 200 innovative and technology driven companies have been examined and compared to identify patterns in different performance levels. All of them have been founded under the same formal requirements of the Munich Business Plan Competition -a research approach which allowed a unique snapshot that only long-term studies would be able to provide. The general objective was to identify the correlation between different factors, as well as different dimensions, to incremental and radical innovations realised. The 12 hypothesis were formed to prove have been derived from a comprehensive literature review. The relevant academic and practitioner literature on entrepreneurial, innovation, and knowledge management as well as social network theory revealed that the concept of innovation has evolved significantly over the last decade. A review of over 15 innovation models/frameworks contributed to understand what innovation in context means and what the dimensions are. It appears that the complex theories of innovation can be described by the increasing extent of social ingredients in the explanation of innovativeness. Originally based on tangible forms of capital, and on the necessity of pull and technology push, innovation management is today integrated in a larger system. Therefore, two research instruments have been developed to explore the changes in innovations styles. The Innovation Management Audits (IMA Start-up and IMA Mature) provided statements related to product/service development, innovativeness in various typologies, resources for innovations, innovation capabilities in conjunction to knowledge and management, social networks as well as the measurement of outcomes to generate high-quality data for further exploration. In obtaining results the mature companies have been clustered in the performance level low, average and high, while the start-up companies have been kept as one cluster. Firstly, the analysis exposed that knowledge, the process of acquiring knowledge, interorganisational networks and resources for innovations are the most important driving factors for innovation and success. Secondly, the actual change of the innovation style provides new insights about the importance of focusing on sustaining success and innovation ii 16 key areas. Thirdly, a detailed overview of triggers, supporters and drivers for innovation and success for each dimension support decision makers in putting their company in the right direction. Fourthly, a critical review of contemporary strategic management in conjunction to the findings provides recommendation of how to apply well-known management tools. Last but not least, the Munich cluster is analysed providing an estimation of the success probability of the different performance cluster and start-up companies. For the analysis of the probability of success of the newly developed as well as statistically and qualitative validated ICP Model (Innovativeness, Capabilities & Potential) has been developed and applied. While the model was primarily developed to evaluate the probability of success of companies; it has equal application in the situation to measure innovativeness to identify the impact of various strategic initiatives within small or large enterprises. The main findings of the model are that competitor, and customer orientation and acquiring knowledge important for incremental and radical innovation. Formal and interorganisation networks are important to foster innovation but informal networks appear to be detrimental to innovation. The testing of the ICP model h the long term is recommended as one subject of further research. Another is to investigate some of the more intangible aspects of innovation management such as attitude and motivation of mangers. IV

This cross-disciplinary qualitative research identifies the hidden dynamics, mechanisms and structures forming the core process of leadership, employing an equine-herd metaphor to exclude the complexities generated by the workplace environment. To determine the equine metaphor's suitability, the research commenced with a literature review of accepted academic leadership and followership theories for humans and animals. Thereafter, this original research employed a qualitative methodology of twenty-six semi-structured interviews, eliciting peoples' experiences and interpretations of workplace leadership, and in parallel, equine specialists' observations and interpretations of equine leadership. Over forty hours of interviewing, reflects a combined total of over five hundred year's workplace experience and over three hundred years of equestrian experience. Employing a phenomenological approach, these observations and reflections are interpreted through code and theme based template analysis of the interview transcripts. The 'raw' interview tape-recordings are then analysed by identifying notable expressions, emotions and emphasis, to identify underlying stories. These emergent stories and template data are subsequently 're-storied' as two separate narratives for human leadership and equine leadership, providing a vehicle for comparing and contrasting the leadership process interviewees described. The resultant information was viewed through the lens of critical realism, to seek the underlying dynamics, mechanisms and structures driving the leadership:followership process. The contribution to practice is a new understanding of how the leadership process actually works. Furthermore, striking similarities between human and animal leadership processes introduce the possibility of parallel evolution of leadership in equines, humans and many other socially-grouping species. The results also suggest that organisations led by one individual, (appointed outwith their team), followed by an essentially linear subordinate hierarchy is an un-natural leadership process and potentially flawed. Far from leadership being something leaders do to followers, this research suggests that leading is something followers permit and empower leaders to do. Simplified, the process identified in natural leadership is as follows: 1) A confident, experienced socially-dominant individual has a vision or need and decides to take action. 2) They become a leader only when a quorum of other socially-dominant individuals choose to follow them. 3) When the quorum of social dominants start to follow, it triggers consensus focussed decision-making by the remaining team. The process is effectively 'team appointed' leaders being 'primus inter pares' (first amongst equals in the socially dominant group) with the strongest dynamic being the choice to follow not the choice to lead. This dynamic operates within a non-linear social structure, based on a mechanism of dyadic relationships, to form the leadership process that delivers effective leadership outcomes. This research, combined with previous scientific studies also overturns the myth that aggression-based 'alpha-male' dominance drives leadership in nature - in fact it normally represents crisis leadership, or dysfuctional behaviour more typically observed in captivity. It generates dysfunctional behaviours potentially detrimental to team performance - in humans, generating negative business outcomes. This cross-disciplinary research brings together the business and scientific worlds to provide new insights into leadership and, in defining the core process, provides a contextual framework to enhance understanding of existing leadership theories and assist organisations in reviewing and improving their leadership processes.

This PhD by published works explores recurring issues in the design and implementation of eLearning, eBusiness and eHealth infrastructure at scale. It takes a socio-technical systems perspective on recurring issues in design/implementation, drawing on qualitative and collaborative research over a decade. The topic is relevant to policy and practice in an increasingly digitally-mediated economy where costs and risks are high, and where the scaling of systems across multiple distributed communities reconfigures work practices in ways which have implications for implementation, for policy, for research and for professional development. The thesis reviews design and implementation problems that cut across these three domains and some of their implications in these areas. It draws conclusions about the importance of involving users more inclusively in the research, redesign and management process (a) as a means of ensuring more cost-effective design, and (b) as a vehicle for managing a change process that reconfigures, roles, risks and resource allocation. It contextualises the research in an extensive review of the literature, showing how evolving visions / paradigms have shaped the way technical and human infrastructures are aligned in system design - from closed systems through to more generative and open systems that leverage the local knowledge and agency of user communities to greater advantage. The publications contribute to the emerging body of literature on the alignment of the social and the technical in digital systems, the evolution of different paradigms, and the development of strategy in this regard. It is also intended to have more direct practical applied value in flagging the recurring socio-technical and socio-political issues that impact on the success of investments in IT in the public sector, and the potential for transfer of these experiences across domains and across regions.

Customer retention has long been considered an important element in achieving competitive advantage for business organisations. The increasingly turbulent economic environment has brought this again to the fore for many organisations. Through the development of a practice based guiding framework for the improvement of customer retention this study investigates the complex relationship between the concepts of customer service, continuous improvement and organisational culture across a variety of business sectors. Drawing from a systematic literature review, initial links were made between the concept of using the 4P cycle of continuous improvement and the key elements of world class service as tools of understanding. The main study involved the use of the Delphi technique, through which a qualitative and systemised approach to data gathering was achieved using semi-structured and structured interviews and utilising the findings from each set of interviews to inform the following set of interviews. Three rounds of interviews took place with 9 industry experts across different sectors, with the investigation taking a director level review. After the first two rounds of interviews the framework for customer retention was developed and introduced to the participants for evaluation before the final interview stage. The findings from the study show that the proposed framework is a workable tool, however in order to fully benefit from its use, specific organisation contextualisation is required and should be supplemented by the gathering and utilisation of customer research, the development of a holistic company approach to customer retention involving all organisational departments and the empowerment of employees. Further, the study shows that buy in is required from all senior management and that overall buy in would be aided by open communications within the business. Overall there was a consensus that employing the right person was vital to customer retention and ultimately the success of a company. The usefulness of the application of the practice based guiding framework, though beyond the scope of this study, was also addressed through the participants own use of some of the study findings within their current roles across a variety of business sectors.

Purpose and rationale The purpose of the exploratory research is to provide a deeper understanding of how the work environment enhances or constrains organisational creativity (creativity and innovation) within the context of the advertising sector. The argument for the proposed research is that the contemporary literature is dominated by quantitative research instruments to measure the climate and work environment across many different sectors. The most influential theory within the extant literature is the componential theory of organisational creativity and innovation and is used as an analytical guide (Amabile, 1997; Figure 8) to conduct an ethnographic study within a creative advertising agency based in Scotland. The theory suggests that creative people (skills, expertise and task motivation) are influenced by the work environment in which they operate. This includes challenging work (+), work group supports (+), supervisory encouragement (+), freedom (+), sufficient resources (+), workload pressures (+ or -), organisational encouragement (+) and organisational impediments (-) which is argued enhances (+) or constrains (-) both creativity and innovation. An interpretive research design is conducted to confirm, challenge or extend the componential theory of organisational creativity and innovation (Amabile, 1997; Figure 8) and contribute to knowledge as well as practice. Design/methodology/approach The scholarly activity conducted within the context of the creative industries and advertising sector is in its infancy and research from the alternative paradigm using qualitative methods is limited which may provide new guidelines for this industry sector. As such, an ethnographic case study research design is a suitable methodology to provide a deeper understanding of the subject area and is consistent with a constructivist ontology and an interpretive epistemology. This ontological position is conducive to the researcher's axiology and values in that meaning is not discovered as an objective truth but socially constructed from multiple realties from social actors. As such, ethnography is the study of people in naturally occurring settings and the creative advertising agency involved in the research is an appropriate purposive sample within an industry that is renowned for its creativity and innovation. Qualitative methods such as participant observation (field notes, meetings, rituals, social events and tracking a client brief), material artefacts (documents, websites, annual reports, emails, scrapbooks and photographic evidence) and focused interviews (informal and formal conversations, six taped and transcribed interviews and use of Survey Monkey) are used to provide a written account of the agency's work environment. The analytical process of interpreting the ethnographic text is supported by thematic analysis (selective, axial and open coding) through the use of manual analysis and NVivo9 software Findings The findings highlight a complex interaction between the people within the agency and the enhancers and constraints of the work environment in which they operate. This involves the creative work environment (Amabile, 1997; Figure 8) as well as the physical work environment (Cain, 2012; Dul and Ceylan, 2011; Dul et al. 2011) and that of social control and power (Foucault, 1977; Gahan et al. 2007; Knights and Willmott, 2007). As such, the overarching themes to emerge from the data on how the work environment enhances or constrains organisational creativity include creative people (skills, expertise and task motivation), creative process (creative work environment and physical work environment) and creative power (working hours, value of creativity, self-fulfilment and surveillance). Therefore, the findings confirm that creative people interact and are influenced by aspects of the creative work environment outlined by Amabile (1997; Figure 8). However, the results also challenge and extend the theory to include that of the physical work environment and creative power. Originality/value/implications Methodologically, there is no other interpretive research that uses an ethnographic case study approach within the context of the advertising sector to explore and provide a deeper understanding of the subject area. As such, the contribution to knowledge in the form of a new interpretive framework (Figure 16) challenges and extends the existing body of knowledge (Amabile, 1997; Figure 8). Moreover, the contribution to practice includes a flexible set of industry guidelines (Appendix 13) that may be transferrable to other organisational settings.

With total assets of £3,010 billion (ONS, 2012), the long-term savings and investment industry is one of the most important economic pillars in the UK. The uniqueness of this industry is that the majority of its sales to individual customers are generated through Independent Financial Advisers (IFAs) (Datamonitor, 2012; Mintel, 2012). Despite their importance, academic studies which investigate how to develop brand leadership in the IFA market are scarce. Most of the financial services branding studies to date have been established in the context of banking in the end customers market. In addition, the implementation of the Retail Distribution Review (RDR) on 1 St January 2013 will increase the complexity of the industry. The aim of this study is to investigate whether and how the co-creation of brand values with IFAs could be adopted in order to achieve brand leadership in the UK long-term savings and investments industry. To achieve this aim, this study critically examines the triadic relationship between IFAs, a provider, and customers and investigates the meaning of a successful long-term savings and investments brand to the IFAs. Therefore, this study is built upon the concepts of triadic relationship, brand equity, and co-creation. This study is conducted in collaboration with a UK based long-term savings and investments provider. A case study research method using multiple sources of evidence is adopted. Following the retroductive research approach, this study is divided into two main stages, exploratory and explanatory. The analysis of the research findings lead to the development of three interrelated frameworks: the effects and the results of interconnectedness in the triadic relationship between providers, IFAs, and end customers, the IFAs' brand equity pyramid, and the spiral model of brand values co-creation. Finally, it is concluded that the co-creation of brand value with IFAs could be the solution for the collaborative company to develop brand leadership in the longterm savings and investments industry.

This study was concerned with an investigation into the service quality of an independent private physiotherapy practice using a mixed method approach. The Directors of the private physiotherapy practice (the practice) required an understanding of their customer services; however, this did not include the services of the treatment. It was anticipated that the findings of the study would enhance the service quality of the practice in order that it may remain competitive. A review of the literature revealed a gap for the independent private practice and, in particular, a gap in service quality. The two main debates in the literature pertained to the instrument of measurement for service quality and the appropriate conceptual model. The literature review suggested that the SERVQUAL Instrument was the most suitable method to meet one of the objectives of this study. It also revealed that there were two main models of service quality (American and Nordic) and that the American model was the conceptual model most related to services and therefore suited to the objectives of this study. The study comprised of two phases, phase one was the more dominant phase and was accomplished utilising the SERVQUAL Instrument with a sample of 62 practice customers. The analysis in phase one informed the basis for the semi-structured interviews for the second phase. Phase two specifically investigated areas of the service quality where customers had rated their perceptions lower than their expectations. Nine interviews were conducted for phase two. The key findings for phase one identified, that overall, the service quality of the practice was positive. This was in contrast to other healthcare studies that were in the UK public healthcare sector. On further analysis it was revealed that there were areas of service quality that the customers had rated with a negative perception, in particular the reliability factor. Further, phase one identified that previous experience of physiotherapy services significantly influenced the customers' expectations of services. In addition the study was in accord with previous literature that suggested that expectations were also culture and socio economic dependent. The key findings for phase two identified that an investigation into negative perceived service quality was crucial to understanding the ‘why' of the customers' perception of the service quality of the practice. Phase two revealed that not only were customers' expectations formed through experiences, but also that perceptions were formed through other people's experiences i.e. relatives. Another key finding in phase two was, that despite the customers being informed on several occasions that the study was in relation to service quality and not the treatment, they could not distinguish between the two constructs. Finally, the study concluded that the SERVQUAL Instrument was suitable for the independent private practice and should be slightly amended to fit the context and culture of the study. In addition, it was concluded that it was of academic and managerial benefit to measure both the expectations and the perceptions of service quality. The core service (service quality and treatment) is required to be taken into consideration in any future healthcare study. Face to face interviews sequentially following the analysis of the SERVQUAL questionnaire provided deeper and perhaps more meaningful information. The data and information gathered could be translated into staff training to maintain the competiveness of the service quality of the practice.