Development and deployment of dynamic reconfiguration capabilities in the telecommunications sector

Rights statement
Awarding institution
  • University of Strathclyde
Date of award
  • 2017
Thesis identifier
  • T14688
Person Identifier (Local)
  • 201262971
Qualification Level
Qualification Name
Department, School or Faculty
  • The telecommunications sector faces rapid technology changes, which require huge capital investment, changes in rules and regulations, changes in customer behaviour and increasing customer demand. This rapid development directs how the telecommunication service operators deploy their strategies and network infrastructure and continue to evolve their business models. A unique requirement of the telecom industry is the need to manage and deploy planned, unplanned and emergency resources concurrently. The 'dynamic capabilities' (DC) approach can be used as a framework to respond to this critical requirement for both managers and researchers. This study has a particular focus on dynamic reconfiguration capabilities (DRC), as these play a critical role in the deployment of strategy. The current literature shows clear limitations regarding how DRC emerge and how they can be used to manage concurrent strategy approaches, which are relevant to the telecommunications sector. Five case studies from a telecommunication service provider are used in this research. Three types of data were collected, namely: 23 interviews, 10 direct observations and over 120 documents. A two-stage coding process is conducted for each case, and causal network diagrams are used to extract findings. A cross-case analysis enabled the identification of the empirical practices relating to the research questions. Findings from the case studies confirm the relevance of several practices previously highlighted in the literature. They also revealed additional practices that support the DRC lifecycle. The case studies are performing most of the practices outlined in the theory of the DRC lifecycle framework, with different degrees of emphasis, especially in the deployment phase. This research extends the current theory by identifying the role of DRC in deploying concurrent strategic approaches. It extends the resource-based view (RBV) and agility theories, which fail to adequately address long-term plans, and collapse when the market is very dynamic. Furthermore, it contributes to the DC literature by identifying the organisational practices that support development, deployment and improvement in the telecommunication industry. Also, it addresses an important gap in the literature by providing organisational practices and evidence of the DRC role to support the concurrent approaches to strategy deployment in the telecommunication industry.
Resource Type
Date Created
  • 2017
Former identifier
  • 9912564593102996