Introducing an internationally Accepted Project Management Tool into Russian Aviation: Translation Processes for Responsibility Assignment at Pulkovo Airport

A new institutional theory as an important approach in strategic management research. Acquaintance with the translational approach of a new institutional theory in the Russian aviation context. Analysis of information on a case study of Pulkovo Airport.

Рубрика Экономика и экономическая теория
Вид дипломная работа
Язык английский
Дата добавления 01.12.2019
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Introducing an internationally Accepted Project Management Tool into Russian Aviation: Translation Processes for Responsibility Assignment at Pulkovo Airport

Introduction

This research focuses on the translation approach within the new institutional theory. New institutional theory is currently an important approach in strategic management studies. This topic is vividly being discussed at numerous international conferences, and the translation of ideas and models across contexts is considered to be an important issue today in research and practice of international business alike. Nevertheless, there is still few kinds of researches so far in Russia and none that refers to the interesting specifics of aviation. The research is based on the case of Pulkovo Airport, the currently ongoing implementation of the project called “Business Process System Development” and the implementation of the RACI matrix, in particular. Within the frame of an internship, the author of this thesis got full access to the case and could follow up on the processes of the translation in real-time in the form of participant observation. Additional data sources included internal documents and semi-structured interviews with experts and participants of the project. Choosing such a qualitative approach is in line with current advances in process studies in management, and the aim to contribute to theory development. Results of the thesis show that specifically trustful relationships among actors and the support of the C-level management play an important role in translating within the aviation context, and well-targeted communication supports to translate ideas in Post-Soviet Union emerging markets, and using the RACI matrix even outside the project context it was developed for can here help to distribute responsibilities more clearly.

The new institutional theory has been extensively studied over several decades (Mohamed, 2017). One of the main issues in studying the new institutional theory is an interaction of actors with institutions which plays a key role within organizational studies (Lawrence, Leca, & Zilber, 2013). This central issue is complemented with new, more specific developments within these broad questions new institutional theory poses. The question of how ideas and models circulate between organizations is one of these currently developing new directions (Fredriksson, Pallas, & Wehmeier, 2013).

These questions are very much in line with the needs of todayґs business: researchers and practitioners perceive an increasing need for a quick adaptation of the company to the market requirements as the business environment is changing rapidly. Any existing problems of a company decrease its efficiency and effectiveness, that is why choosing and implementing the right ideas and models is a crucial issue for a company. The reasons for choosing ideas and models may be different. Some scholars argue that sometimes managers wish to implement an idea as it is popular and fashion, but this idea may not be appropriate and useful for company's efficiency and effectiveness (as cited in Greenwood, Oliver, Suddaby, & Sahlin, 2008). Others claim that internal and external issues may become a reason for the implementation some ideas; thus, managers have to choose ideas and models due to legitimacy (Fredriksson, Pallas, & Wehmeier, 2013). Therefore, finding out the reason for translating ideas and models is vital.

Gray, Purdy and Ansari (2015) underline that the modern new institutional theory focuses on the differences among practices of actors in circulating ideas or models within different contexts. Although a number of works devoted to circulation processes and the translation approach, in particular, have been published during recent years, neither the specifics of translation in Post-Soviet Union emerging markets nor the aviation context have been covered so far.

The objective of the given research is to contribute to the new institutional theoryґs translation approach in the Russian aviation context and to identify the specifics of the context. The research paper considers some issues concerning the translation approach within the new institutional theory, in particular, the way how management ideas and models have been implemented differently from sphere into another, why particular management models for the improvement a company's activity have been chosen, and how the chosen management models have been introduced into the work of a company.

These aims are approached using a qualitative method. This allows a detailed analysis of the translation process is conducted by in-depth interviews with actors involved in this process, process observation and document analysis of the supporting project documents.

Specifically, research has been conducted drawing on the Pulkovo Airport case. At Pulkovo Airport were initiated a project which is called “Business Process System Development”. Within this project, a project management tool, Responsibility Assignment matrix is known as the RACI matrix, was translated into Russian aviation context. The author of the bachelor thesis did an internship in the organizational development department where the author could follow up on the process of how the RACI matrix was implemented. Moreover, as the author attended at Pulkovo Airport, it allowed conducting interviews and there was access to documents. Therefore, the author could have a close look at how translation works scientifically in this context in real time.

The author could spend sufficient time in the field due to the altogether 11-month internship within the department responsible. Within that time frame, trust and an understanding for the purpose of this research could be established.

The outcome of the research may be useful for scientists, but as well for managers, consultants and all those who are interested in translating management tools into Russian companies, or aviation companies in particular. Practitioners may use the findings presented here to prepare their own strategies for translating ideas and models. Therefore, although this work aims at providing a scientific contribution (albeit a very decent one, within the frame of a bachelorґs thesis), its insights may as well as support for managers.

The thesis is structured as follows: firstly, the overview of new institutional theory and its translation approach, then project management tools are presented. Secondly, methodology of this research is determined. The third part provides information about Pulkovo Airport case study. The fourth part is devoted to received findings. Finally, it comes the conclusion and a discussion part.

1.Theoretical foundation

1.1 The new institutional theory in organizational analysis

airport management institutional

New institutional theory forms the base for a large number of current researches in management studies, sociology, politics, and economics. It received increasing attention in recent years (Kraatz, Phillips, & Tracey, 2016), and is discussed widely across international management conferences.

According to Fernandez-Alles and Valle-Cabrera (2006) the new institutional theory based on the conception that an organization is rewarded by legitimacy and resources. It means that organizations introduce contextual values, ceremonies and symbols into their strategies, practices and structures. That causes a passive change of an organization due to coercive and normative pressers, but it may help to get the social support of stakeholders. All this leads to the circulation of values and beliefs, strategies and practices among companies and this process makes organizations similar to each other.

This research is based on the new institutional theory firstly developed in the works of Meyer and Rowan (1977), DiMaggio and Powell (1983). At first, this theory focused on individual organizations complying with the rules and belief system in the organizational field, objective reality of the environment imposed on the activities of organizations, to make outcomes more effective. During the period from the 1980s to the 1990s, Greenwood, Oliver, Suddaby and Sahlin (2008) found that those organizations that adopting some new structures for legitimization were influenced by social values. Since the 1990s, the new institutional theory has become a popular trend in contemporary organization and management theory (Mohamed, 2017). The new institutional theory as a response to economic pressures for resource and social pressures Suddaby, Seidl and Lк (2013) has gained popularity because of its ability to explain organizational behavior that defies rational economic explanations.

In contrast to the “old” institutional theory, which focuses on individualism, the new institutional theory focuses on the external causes (Powell & Bromley, 2015). Some researchers are still discussing that internal organizational changes are the result of external causes; therefore, to carry out internal changes successfully is quite a complicated process (Kraatz, Phillips, & Tracey, 2016). According to Mohamed (2017) one of the main contributions of the new institutional theory is introducing a strong cultural cognitive perspective.

Change management topics became a main driver for the development (Fernandez-Alles & Valle-Cabrera, 2006) of new institutional theory. The “old” institutional theory had a dispute as this theory did not cover the circulation topic; this theory emphases inertia and perseverance instead of the change and adaptation process (Senge, 2013). A number of scientists criticized the institutional theory as it involved the stability inherent of organizations rather than attracted the attention to the managerial role (Fernandez-Alles & Valle-Cabrera, 2006). Thus, organizational passivity and predetermined outcome of organizational context discussed by the “old” institutional theory is contradicted by contemporary researches that claim that the world is constantly changing, and organizations have to adjust their structures and practices to new conditions. Scandinavian scholars claim that institutionalized practices such as imitation, translation and editing are carried out around the world in accordance with local specifics (Powell & Bromley, 2015).

Moreover, the research carried out by Mohamed (2017) proved that some scientists in their works criticized the new institutional theory since the institutionalization process was ignored: this theory only focused on effects and on macro-levels. In spite of their opinions, he considered that the new institutional theory should focus more on micro-level antecedents of change.

Some researchers suggest that new institutional theory forms an important part of contemporary studies in strategic management, in particular, with the strategy-as-practice approach. It necessary to note that the new institutional theory based on “old” institutionalism has a rich history while the strategy-as-practice approach has recently appeared; nevertheless, they have something in common. Both of them are the result of the reaction to the assumption of economic rationality: organizations respond to pressure in their social and symbolic environment rather than simply to economic pressure (Meyer & Rowan, 1977). In the same way, the strategy-as-practice approach was developed as a response to economic views on strategic planning; this approach is compatible with new institutionalism (Suddaby, Seidl, & Lк, 2013)

Although, new institutional theory had a change management theory as the main driver (Fernandez-Alles & Valle-Cabrera, 2006) and Hasselbladh and Kallinikos (2000) argued that the new institutional theory provided not only the stability in the organizational field but also organizational strategies in order to be competitive in the contemporary dynamic environment. Therefore, Fernandez-Alles and Valle-Cabrera (2006) deduced that the ideas of changes and circulating processes (imitation, translation, and editing) were the result of the institutional theory. In addition, Uhlenbruck, Meyer and Hitt (2003) suggested that some researches revealed the importance of organizational change and resource assignment in organizations in order to compete effectively on local and foreign markets.

Despite the fact that contemporary studies drawing on new institutional theory focus on the source of organizational changes, specifics of influenced factors, and circulation processes of the changes some issues have not been covered yet. It is essential to deal with strategic and institutional theories to explain changes by means of strategic actions and organizational context. The new institutional theory insights combined with the strategic management theory have provoked new research lines. Current researchers are interested in the way how top managers organize and contribute to organizational life through social symbolic work that includes identity in an organization, technologies, values, strategies, and so on (Lawrence & Phillips, Publication expected June 2019).

According to Suddaby, Seidl and Lк (2013) the new institutional theory was criticized due to the lack of a strategic choice. Nevertheless, they claimed that the new institutional theory applied concepts of rational myths, diffusion (imitation, translation, and editing), legitimacy and isomorphism (similarity) to explain institutional changes. Askeland (2017) underlined that the most important for the actors of changes to choose and formulate ideas that circulating (imitating, translating and editing) in organizations. The following section describes this current stream of theory development more closely.

1.2 Translation approach

Within the new institutional theory, it has recently been researched how organizations can implement changes in practice. Any ideas and models may become popular as a result of their successful implementation in different organizations. The majority of organizations have a desire to succeed and provide legitimacy; therefore, they try to use ideas that lead to achieving goals (Fredriksson, Pallas, & Wehmeier, 2013). It is important to take into consideration that each organization is unique and has a unique context and strategy. An additional reason for the implementation of new ideas, practices and strategies within organizations may result in losing legitimacy and unique values, increasing external pressures, and so on. Thus, the internal and external issues may be solved by introducing efficient ideas, practices, and strategies legitimately.

Greenwood, Oliver, Suddaby and Sahlin (2008) summarized three approaches from the new institutional theory treating the implementation of changes within companies: imitation, translation and editing. According to studies by Posen, Lee and Yi (2013), insights from the imitation approach can support companies to improve change implementation and thus their performance. The power of the imitation strategy lies in its reflection of the limited ability to replicate the attributes of other companies accurately. Some studies show that the imitation strategy could have an adaptive role, which means that the strategy uses similar practices.

The translation approach tries to understand how organizations can implement tools within change management successfully from one context into another. According to works of Fredriksson, Pallas and Wehmeier (2013), Frandsen and Johansen (2013), the translation approach based on sociological researches (Bergstrцm & Diedrich, 2011) and actor-network approaches (Alcouffe, Berland, & Levant, 2008). It was developed in the works of Callon (1984) and Latour (2005), they introduced a new meaning of the word “translation”; they understand under this notion a complicated process of adaptation. The pioneers of the translation approach were Scandinavian researchers (Suarez & Bromley, 2015). They were interested in circulating management ideas that were translated into objects (models, tools, presentations, etc.) in different contexts (Lawrence & Phillips, Publication expected June 2019). Having implemented the translation approach, Japanese researchers argue that the given approach helps to create innovative strategies instead of duplicating existing ones. It means that while acquiring some ideas they cannot remain the same without changes and they are always modified in accordance with required needs. Moreover, any copied practices, structures and ideas adopted from other countries or companies always need to be adjusted to the particular context (Suarez & Bromley, 2015). The translation approach helps to bring and transform strategies, processes, organizational structures and ideas in accordance with the particular context (Suarez & Bromley, 2015). Similarly, recent research by Logue, Jarvis, Clegg, & Hermens (2015) argues that any idea cannot be duplicated from one context to another without adaptations. Moreover, transferring ideas from one sphere into another one needs reshaping these ideas in order to satisfy requirements of existing circulated ideas in an organization (Lawrence & Phillips, Constructing organizational life: How social-symbolic work shapes selves, organizations, and institutions, Publication expected June 2019). While translating ideas, actors review ideas to make them legitimate and reliable.

The editing approach is based on the translation approach; this approach may bring and transform any idea in accordance with the particular context. However, the main difference between them is that the editing approach may not only adapt to the idea but also change the content of the idea.

Considering all mentioned above, it may be concluded that while choosing the most suitable approach to implement necessary ideas and models, several factors should be taken into account. The chosen approach should not replicate ideas and models of other companies accurately and change the content of ideas and models. Thus, the translation approach requires all these demands and may be considered as the most suitable strategy while implementing necessary ideas and models and adapting them to the context of an organization.

The translation approach pays special attention to the active role of actors who participate in the creation, dissemination and implementation of ideas and models within a particular context (Fredriksson, Pallas, & Wehmeier, 2013). These actors are the main sources of some organizational change; therefore, these entities are the initiators of the introduction of new ideas and models. Organization members, policy makers, professional bodies, consultants, scientists, media and other actors of the organization adapt ideas and models to the particular conditions of organizations. If there appear any obstacles while implementing ideas and models, actors come up with solutions.

Kirkpatrick, Bullinger, Lega and Dent (2013) suggested that despite some agreement between Scandinavian and North American institutionalism in the way how actors modify spreading organizational templates, there is a disagreement in what extent actors are involved in this process. Some actors are not consciously modifying or editing practices. Thus, actors take part in a specific situation choosing and changing new templates (ideas and models) in accordance with the history of their locality, traditions, and institutions. It leads to appear some uncertainty as it is not clear how an identical idea can look in a new context.

Implementing ideas or models may be a response on the internal or external issues of an organization that is why any changes should satisfy organizational needs. According to Uhlenbruck, Meyer and Hitt (2003), organizations should adapt their organizational structure and processes in order to find out market opportunities and resources. Developers need to achieve strategic flexibility by using their resource in an appropriate way. Moreover, Greenwood, Oliver, Suddaby and Sahlin (2008) argue that sometimes implementing some popular ideas and models may be the result of the fashion; it means there is no need for an organization to implement these new ideas and models. However, an organization should clearly understand the necessity of implementing such ideas and models that are widely spread in other organizations. Thus if new ideas and models are better than existing ones and may help to achieve legitimization such copying is useful and even necessary (Logue, Jarvis, Clegg, & Hermens, 2015).

It should be noted that bringing new ideas and models demands complying with certain terms (Logue, Jarvis, Clegg, & Hermens, 2015); therefore, a business sector and location, as well as local life standards, should be considered while translating some ideas and models.

The characteristic of the translation approach is a high degree of predictability and regularity instead of a constant search for exclusivity and originality; as the ideas and models to translate have existed already, they just should be adjusted to the context. Thus, the translation approach includes three key points: context, formulation, and logic. Due to the fact that the idea comes from a different context, it rarely completely satisfies the conditions of an organization. Therefore, while implementing this approach temporal and spatial characteristics of an idea are usually omitted or downplayed (Fredriksson, Pallas, & Wehmeier, 2013). As a result, these ideas may become generalized. Organizations use the translation approach to implement ideas, formulate their forms and content satisfying local assumptions and interests.

A lot of recent studies highlight only two main institutional contexts: the origin context and the “destination” context. It is necessary to point out that the way how to translate templates (ideas and models) used in Western Europe and the USA within the Russian context is insufficiently studied. Besides, to understand these particular local specifics and their influence on the translation approach is significant. It should be determined how actors translate global templates in a local context for an organizational change.

1.3 Project management tools

airport management institutional

According to Hornstein (2015), any changes such as translating ideas and models into an organization are the result of project implementations; therefore, the success of the project depends on its successful management. Change management and project management are mutually supportive practices. It is essential not only to apply accurately skills and knowledge but also to choose appropriate tools and methods.

Svejvig and Andersen (2015) defined project management as a discipline which helps to achieve some innovation and efficiency for a company. According to Hornstein (2015), project management is applied through project management methodologies, tools, skills, and knowledge due to the particular organizational requirements. Љpundak (2014) argued that “project management methodology is a set of methods, techniques, procedures, rules, templates, and best practices used on a project”.

Temporality is a key feature of project management. When an organization initiates projects, it considers them as temporary organizations that have to carry out the tasks of a primary organization (Svejvig & Andersen, 2015). In other words, it means that an initiated project is equal to an initiated new organization in order to complete the organizational task. According to Bakker, Boros?, Kenis and Oerlemans (2013), the temporary project requires time frames for project participants as they help to manage project tasks and processes. Beyond that, any project has its beginning and end.

The term “project management” was firstly coined in the 1950s and it was conditioned by the need in the position (Farashah, Thomas, & Blomquist, 2018) of a project manager (a person or an organization that is responsible to achieve the project goals). Initially, it was project time management that was actively being developed in project management. This is due to the fact that any project is temporary and should require limited time and meet the deadline.

During the 1960s, project management scholars took an interest in project cost management that is responsible for controlling and planning resources and they started integrating project cost management in project time management. Project management started using a network technique in order to plan, control and schedule at that time. However, project management was only applied in construction, defense, and aerospace industries.

In its turn, several researchers introduced and spread the project management techniques into other spheres. The 1970s may be called a rapid development of project management; a lot of tools and techniques were invented including responsibility assignment matrices. A number of problems and conflicts, which were provoked by projects, were to be solved by means of different approaches; for instance, adopting and investigating matrix forms. The project management created the conditions for creating new positions and companies began to adopt new professions.

Since the 1980s project management research has been developing significantly. According to Garel (2013), the history of project management research differs significantly from the history of other directions of management studies. He argued that predominantly scholars considering specific examples of management projects rarely based their work on archives and historic documents devoted to the development of project management theory. Project managers working in the condition of limited time, also rarely considered the history of project management research in detail. Thus, there are few scientific researches describing the history of project management. Nevertheless, since 1980s, research into the history of project management started developing significantly.

Between 1980 and 1990, there was an increasing interest in customers' needs, risk management, and the origin of projects. Managers started using new elements of projects (human resources planning, risks, quality, etc.) to make project management more efficient. At that time, project management was regarded as a structured discipline and the life cycle of project has become more balanced. Moreover, the development of project management methodology provoked implementing changes in project management theory at that time (Morris, 2002).

From the early 1990s till the beginning of the 2000s, the interest in the manager role was not fading. Due to the possibility to use computers in project management the work of managers has become more efficient. At that period of time, the agile project management appeared (Љpundak, 2014), and it helped to solve some problems of project management.

Currently, the interest in project management coincides with a perception that all is getting faster in business; as a result, it is essential to follow all developing market opportunities. With more organization in project form, more and more project management problems are arising. To cope with this, managers increasingly use project management tools to achieve goals and make work easier; as a result, more and more work in conducted in time-restricted projects.

Thus, any project needs its suitable tools in accordance with certain requirements and organizational context (Farashah, Thomas, & Blomquist, 2018). More and more new project management tools and methods are emerging lately. Project management theory suggests different simple and advanced project management tools (Kostalova, Tetrevova, & Svedik, 2015). Using special software, for example, helps to decrease in time. There is not a unified method for completing projects that is why it is vital to identify a suitable method.

According to Nakayama and Chen (2016), development and control of project aspects, such as resources, budget, communications, quality management, responsibility assignment, schedule of the project and so on, is often supported by so-called “project management tools”. Project management tools help to develop a concept, to plan, to implement and to evaluate (Kostalova, Tetrevova, & Svedik, 2015).

Nakayama and Chen (2016) argued that several project management tools, which manage project resources, change control process, risks, and project planning, have the most crucial impact on project success. Project managers should choose the most suitable tools in order to conduct projects effectively (Љpundak, 2014).

Project management tools (Kostalova, Tetrevova, & Svedik, 2015) may be divided into several groups in accordance with a particular task, for example:

- to develop concept: CBA (Cost Benefit Analysis), Financial Analysis and Evaluation of Project;

- to plan: BRM (Benefits Realization Management), PBS (Product Breakdown Structure), APF (Adaptive Project Framework), CPM (Critical Path Method), MPM (Metra Potential Method), XPM (Extreme Project Management), CPM/COST (Critical Path Method/Cost), PERT (Program Evaluation and Review Technique), GERT (Graphical Evaluation and Review Technique), Gantt Chart, Critical Chain Method, Responsibility Assignment Matrix, Qualitative and Quantitative Risk Analysis;

- to implement: EVM (Earned Value Management);

- to evaluate: McKinsey model of 7S.

It is a list of the most commonly used project management tools. Each of them has been developed to carry out a particular task. The adequate usage of project management tools is considered to improve project management performance (Nakayama & Chen, 2016). Using project management tools help to ensure the success of the project.

One important problem of project management can be unclear responsibility distribution. It means that employees are not always aware of what they are responsible for. According to recent research by Andronic and Dumitraєcu (2018), if employees do not interfere into the work of others and assume responsibility for both success and failure, organizations with well-established responsibilities within their respective projects will develop faster and maintain an organizational advantage within the context of severe market competition.

The Responsibility Assignment Matrix (the RACI matrix) is a management tool that has been especially developed to evaluate and improve the current responsibility distribution in the organizational projects among employees. According to the Google Books Ngram Viewer, the RACI matrix was firstly mentioned in 1986 year by American scholars (Galbraith & Kazanjian, 1986). The RACI matrix mainly involves the use of common spreadsheets offered by programs like MS Excel. The different roles of employees or departments are listed horizontally while the key projects are listed vertically. Each cell of the grid is filled with the letters: R - Responsible, A - Accountable, C - Consulted, and I - Informed. Melnic and Puiu (2012) further describe in detail factors which influence the construction of the matrix, for example, project team type, members' qualification and skills, or project budget.

There are several alternative matrices to the RACI matrix: PARIS, PACSI, RASCI, RASI, RACIQ, RACI-VS, CAIRO, DACI, RAPID, RATSI, DRASCI, PDQA, DCI, RASCEIO. Moreover, some variations of the RACI matrix have different purpose: RACI (alternative scheme) and ARCI (decisions). However, the most popular tool became the RACI matrix, as it is easily understandable and accessible to top management. Following up empirically on the translation of this tool to Pulkovo Airport is the focus of this bachelor thesis.

2.Research questions

airport management institutional

Contemporary qualitative studies, instead of hypothesis formulation and testing, rather pose open research questions that are derived from theory and contribute to its development using rich field data. Here, a similar approach is followed.

After analyzing the literature review on the topic of the purpose of translating ideas and models within an organization, it is essential to identify directly is it a result of different problems to be solved. One of the critical reasons of implementing ideas or models is an internal issue: for instance, a lack of clearly defined roles, responsibilities, and processes. Therefore, it is essential to find out how the roles and responsibilities have been distributed before and what results are expected after implementing new ideas and models, which may significantly affect the company's activities. Besides, introducing the specific tool, in particular, the RACI matrix, should be described. Thus, it is necessary to analyse what has been changed and how the obtained result will help to improve the work of the company. Thus, the following research question can be formulated:

Research question #1. Why was the RACI matrix as a project management tool introduced?

The way of translating ideas and models is unique; therefore, the translation approach has different stages and actors participating in the creation, dissemination and implementation of ideas and models. Nevertheless, it seems important to further identify initiators of the project, actors spreading and implementing ideas and models, and further actors being involved in the process of translating. It is also vital to determine how long such a process will last, what stages it will include and define necessary techniques and tools of translating. In addition, a better understanding of the process may help to optimize translation activities. This leads to the second research question formulated here:

Research question #2. How do these translation processes take place at Pulkovo Airport?

A number of scholars argue that the translating process should be carried out in accordance with a particular context. To describe the context, it is necessary to consider the contextual specifics of organizations in Russia as a post-Soviet emerging market, as well as the organizational field of aviation of which Pulkovo Airport is part, in particular. Due to the specific context, changes connected to the implementation of new tools and their translation may be confronted with specific obstacles as well as elements supporting change. They may include issues related to the implementation process, adhering to rules and norms that have been set up, employees' participation and so on. This leads to the third, and last, the question that will guide this research:

Research question #3. How do specifics of the Pulkovo Airport case influence the translation activities in negative or positive ways?

The following chapter elaborates on the methodology to cover these questions.

3.Methodology

3.1 Case study design.

The present thesis focuses on three questions to contribute to theory development, and as well to support practitioners. Firstly, it is essential to identify the reasons for implementing ideas and models. Qualitative research allows a detailed understanding of the case study. According to Yin (2014), research questions which started from words “how” and “why” are devoted to relationships and changes of events over time. In addition, case study usually answers “how” and “why” research questions (Yin, 2014). Secondly, the translation approach should be considered in detail looking at it as a process. Case study allows focusing on the particular case and supporting on process in real-time. Thirdly, the specifics of the particular context may influence the translation of ideas and models in a specific way. The only qualitative research allows looking at case together with context. These research questions require detailed answers to contribute to develop theory further.

According to Yin (2014) and Rynes and Gephart (2004) using case study research is appropriate to understand complex social phenomena or “case” and describe it; it helps scholars to focus on the contemporary processes over time, here the analysis of the implementation of a project management tool using the translation approach. Qualitative research helps deepen some knowledge of a particular event. Zamawe (2015) claimed that qualitative research has its own specifics and can answer specific questions better - for example, because quantitative research may answer rather questions concerning relations and general propositions. According to Rynes and Gephart (2004), qualitative research can provide a richer picture of a case and its context without narrowing it down to several variables. Here, within the modest frame of the bachelor thesis, no representative results can be expected. Instead, it is tried to ask relevant and interesting questions, looking at a case taking its context into consideration, and to specifically focus on the processes of implementation. Furthermore, it is attempted to contribute to the development of theory using the specific case of aviation within the context of an emerging market economy. Therefore, using qualitative data including own observation enables to receive a rich picture, grounded on credible, primary data which generation has been rigorously documented.

Qualitative research involves data collection as well as data analysis. Qualitative research is sometimes criticized (Gioia, Corley, & Hamilton, 2012) as it does not seem to be reliable. While conducting qualitative research, some points of view may be ignored (Rynes & Gephart, 2004) as a result of the researcher's inadvertence. Moreover, some researchers tend to keep and prove their opinions while conducting qualitative research despite the fact that results show another point of view (Yin, 2014). Gioia, Corley and Hamilton (2012) consider that it is essential to criticize each idea said by respondents and collect as much information as possible before conducting interviews in order to make qualitative research more trustful and reliable.

Case study as a qualitative research method was chosen to be used in the given work. Rynes and Gephart (2004) argue that case study may describe a single event or some events. The explanation of the single case to identify more features of the translation approach and to represent a particular case was used in the given research. Pulkovo Airport case helps to study the process. Most importantly, though, this work wants to contribute to the development of theory. It is here, where qualitative research is the strategy of choice (Yin, 2014).

3.2 Data collection

The given work is based on the Pulkovo Airport case. As Smallman, Van De Ven and Tsoukas (2013) explain, good qualitative research needs a thorough understanding of the case and its context. Therefore, the author established contact well in advance and decided to undertake an internship at Pulkovo Airport in the organizational development department. Here, she learned about the project “Business Process System Development” well before it started. This allowed to conduct the given research with a thorough understanding and to follow up on developments regarding the research questions in real-time. The presence in the form of participant observation as well provided the opportunity to gain close access to the organizational process and the internal company data to better understand it.

Here, three data sources have been used: participant observation, interviews and document analysis (Yin, 2014). Using several data sources increases construct validity. Smallman, Van De Ven and Tsoukas (2013) approved that triangulating between observation, interviews and document analyses is relevant as they are often used in combination of well-cited management studies, focusing on particular processes (Bingham & Kahl, 2013) (Gehman, Treviсo, & Garud, 2013) (Monin, Noorderhaven, Vaara, & Kroon, 2013).

Participant-observation method has been used as it can evaluate the current situation in real-time, covering the case context. Its downside is, that it may need a lot of time. Here, the outline of the last year bachelor at Higher School of Economics was helpful, as it gives room to complete an internship in close relation with conducting thesis work. The observation period started in August 2018 when employees of the organizational development department began discussing the project “Business Process System Development”. Afterwards, the internship allowed participating in several trainings conducted for the top managers specifically regarding the tool to be implemented. This data source allowed to get a general picture of reorganization activities at the airport that may be interesting for a bachelor thesis in strategic management, choose the project to be followed up on, and later to define the scope of the thesis, formulate research questions and subsequently follow up on the more specific information concerning translation approach activities. All notes of observation were handwritten.

Interviews were chosen as one of the most effective ways to construct a case study. Conducting the interviews can help to get inside information and personal attitudes to the event and help to cover more hidden aspects of research questions by understanding expertґs views on the topic. Nevertheless, this method only provides some particular information which interviewer asks but it may lead to receiving only that information the interviewer expects. Thus, it is essential to check the prepared interview questions before conducting an interview, in order to avoid too closed questions that reproduce existing knowledge only (Gioia, Corley, & Hamilton, 2012). In addition, the limitation of chosen methods is concerned, the respondents may be scared of telling the truth. Respondents should trust you in order to receive reliable information. The interview-guides were prepared both in English and Russian languages before face-to-face meetings and rechecked by several persons; these guides were adapted for six times. The terms used by respondents were not changed in order not to miss their thoughts and ideas.

The most flexible type of interview is the semi-structured interview which gives an opportunity to follow the respondent's talk (Gioia, Corley, & Hamilton, 2012). A semi-structured interview is chosen as an appropriate technique for the research, as the interviewer can modify questions and choose the most relevant questions according to interviews' personal profiles (Yin, 2014). The suitable time for conducting interviews with top managers of the company was discussed and approved by a leading specialist of the organizational development department. The leading specialist also provided necessary support in organizing these meetings. Being recorded and later transcribed, the data have been then content analyzed and structured, further developing structure and research questions in an iterative way (Galvinn, 2014).

The study sample of the research includes people who were involved in the creation, dissemination, and implementation of ideas and models: three PwC consultants and ten employees from Pulkovo Airport. Appendix 2 provides the information on the respondents who have been interviewed within the project. The interviews were conducted during the period from January to April. At this period the implementation process started.

According to (Yin, 2014), a suitable sampling frame for the case could be selected on the basis of theoretical sampling. That means, that sampling is guided by choosing respondents that may give insights to aspects of the theory under scrutiny. Galvinn (2014) claims after conducting several interviews, respondents may start repeating ideas; therefore, providing 12 interviews may be enough to largely achieved entire gamut. Others, Saunders et al. (2018), argue that there is no particular number of interviews as sometimes six well-provided interviews may be enough. In a very similar way, (Saunders, et al., 2018) underlined that the achievement of saturation instead of achievement of the particular number of the interviews is crucial. Fusch and Ness (2015) state as well that enough information may be received when employees start repeating ideas and specify that coding cannot be extended because topics are fully covered. Some scientists claim that the number of respondents should be chosen due to the purpose of the research and its difficulties. Here, as well, the restrictions posed by the frame of a bachelor thesis have to be considered.

The interviews were conducted with 13 respondents in Pulkovo Airport during the project period from December 2018 to April 2019. In the given research, 11th interviews appeared already enough. However, it was decided to conduct two more interviews in order to make sure that all topics were completely covered. The average age of the respondent is 37 years. The number of females is equal to 7 and the number of males is 6. The expected time of interviews were 15-20 minutes, the conducted interviews last 11-39 minutes. It depended on the openness to the interviewer, wishes to share their opinions, and their free time. Yin (2014) establishes that in-depth interviews allow achieving new ideas and interesting points of view. Here, the interviewer experienced that the flexibility of this method provides an opportunity to ask any kind of significant questions and to learn new aspects and relations that have not been considered before. Indeed, the appropriate language can be adapted to the specific person and explanations of questions help to receive interesting opinions.

Supporting documents are a helpful data source due to the fact that they can be reviewed several times, they contain the detailed information of the case. However, it is quite difficult to find documents for the research, then to determine which documents are necessary and to face with author's bias and intention against as well as to get access to necessary documents at all (Yin, 2014). In the present case, however, the author was granted access to all company's sources without restriction regarding the topic treated. Primary data were easily collected. Top management supported the author's research which does not appear to be the rule especially in post-Soviet economies where such kind of research is not common yet. Specific actors and respondent are anonymized according to international research practice, but all data collected is available for reviewers on request. Several documents including presentations, some reports, and some notes have been given by specialists of the organizational development department and PwC consultants. This method helps to encompass the translation approach activities taken place at Pulkovo Airport.

Observation has the advantage to see what is really happening without disturbing the field. However, it does not provide the reasons for action and the ideas behind the actors involved. Interviews allow doing it. Experts provide information about the process which can later be transcribed and documented. Here, the advantages and disadvantages of each data source were carefully considered, and it was tried to, complement them by the advantages of another. Different perceptions of respondents could be used to triangulate together with observation and document analysis into an utmost balanced picture of the translation process that is the object of this study.

3.3 Data analysis

Collected data were prepared accurately to make the process of importing data to software easy. Recorded interviews were converted into interview transcripts. The papers with key points of conducted interviews and the records were reviewed and were written in English in the separate Word files. Documents were transferred from PDF file to Word files. In addition, notes of observation were also rewritten from the papers to Word files.

Naturally, each interview goes differently, as perceptions of the situation can be different, and people's behavior, their experience, and their maturity differ. Thus, it was decided to use the CAQDAS Software which helps to structure interviews; it allows saving time and identifying particular facts of the process. CAQDAS, a Qualitative Data Analysis Software, was used as a method to systemize complex data such as in-depth interviews transcripts, supporting documents and notes of participant-observation. According to Agar (1991), CAQDAS method first appeared in the academic research in the middle of 1980s when scholars started thinking about computer usage. Initially, it was introduced by Fielding and Lee in 1989. Zamawe (2015) argues that the usage of this method became an accepted tool to do qualitative data analysis. CAQDAS method needs to be applied properly. This method helps to systemize a great amount of data in a reasonable time. However, it is vital to understand that CAQDAS Software would not analyse the data, it just would help systemizing; it is a support tool (Zamawe, 2015).

Using the CAQDAS method instead of doing manually allows making the analysis process more convenient and to keep the overview at any time. This method may be done through a special softwares, for example NVivo, Atlas.ti, MAXQDA, Transana, Dedoose, KH Coder, QDA Miner Lite and others. These tools all have a quite similar structure and tools. CAQDAS Software proposes using several tools which allow finding, underlining and connecting qualitative data. It is essential to start by adding a new project. Then, each interview transcripts, notes of observation and documents should be added to a separate text file and tagged with a location.


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