Research Question 1: What has been the process of organisational
transformation in the Russian oil industry?
Research Question 2: How and why does organisational transformation
differ between Russian oil companies?
Research Question 3: How does resource-based theory help to explain
the process of organisational transformation in the Russian oil industry,
what are its limitations, and to what extent does its application in this
context lead to a refinement of the theory?
Research Problem and Question
1. What is the relationship between planned and emergent organisational
2. If organisational change is self-organising, what does that mean for change
3. What emerging organisational patterns and ‘transitory outcomes’ do change
leaders notice, interpret and respond to?
Table 2: Conceptual questions
“resourcing change” Why should we consider this a theory of
What is the resource? If ‘learning’, is the resource
the product or the process of learning?
The author mentions “a number of sub-process of
‘resourcing change’” (p257), but does not spell
“initiation of change” What is meant by initiation?
Does this form part of a change process? If so,
what is the nature of that process
(linear/sequential, emergent etc.), and what are the
“management learning” Why should this be considered as management
(collective) as opposed to manager (individual)
How does the author connect the learning of
individual managers to that of management
collectively and the organisation? These key
concerns in the OL literature are not acknowledged.