D1 C3 (30min pres)
Tracks
Track C | Ballroom 3
| Thursday, October 24, 2024 |
| 4:45 PM - 5:00 PM |
| Stream C | Ballroom 3 |
Overview
Accelerating the Transition: Organisational insights from executing a digital and sustainability strategy
(Tracy Martin)
Presenter
Dr Tracy Martin
Research Fellow
University Of Queensland
Accelerating the Transition: Organisational insights from executing a digital and sustainability strategy
4:45 PM - 5:15 PMAbstract
Built infrastructure, such as roads, ports and energy grids, is an important component of the economy that supports human contribution to the economy and the functions of society. In order to establish sustainable infrastructure, where “manufactured, digital and nature-based infrastructure supports human and environmental well-being and function of the economy through all stages of the asset life-cycle “ (SIRH, 2022), organisations within the infrastructure industry will need to do their work very differently into the future.
This case study explores the experience of an influential engineering and project management company in this industry as it seeks to implement a significant strategic change that includes expanding markets, a digital transformation and implementing a commitment to sustainability, both internally and in the solutions it offers its clients. This change unfolds in the context of societal pressures for rapid industry change while the procurement and project delivery processes of the government clients for large infrastructure project have not yet fully responded.
Drawing on 30 interviews, observations, document analysis and workshops, the unfolding experience of managers and professionals in the execution of this strategy is analysed. The Nadler-Tushman congruence model is used as a diagnostic framework to understand the pressures that the change process has created within the organisation. The strategy execution and work design literature provide insights for this organisation as they have courageously reflected on their process and further lessons can be transferred to the broader industry.
This case study makes a contribution by demonstrating how both management and organisational psychology literature and practices can aid in meeting the significant societal challenges of climate change and sustainability.
This case study explores the experience of an influential engineering and project management company in this industry as it seeks to implement a significant strategic change that includes expanding markets, a digital transformation and implementing a commitment to sustainability, both internally and in the solutions it offers its clients. This change unfolds in the context of societal pressures for rapid industry change while the procurement and project delivery processes of the government clients for large infrastructure project have not yet fully responded.
Drawing on 30 interviews, observations, document analysis and workshops, the unfolding experience of managers and professionals in the execution of this strategy is analysed. The Nadler-Tushman congruence model is used as a diagnostic framework to understand the pressures that the change process has created within the organisation. The strategy execution and work design literature provide insights for this organisation as they have courageously reflected on their process and further lessons can be transferred to the broader industry.
This case study makes a contribution by demonstrating how both management and organisational psychology literature and practices can aid in meeting the significant societal challenges of climate change and sustainability.
Learning outcomes
-outline how organisational psychology perspectives can aid in meeting societal grand challenges
- describe how both diagnostic models and theory can be applied in practitioner settings
- describe how both diagnostic models and theory can be applied in practitioner settings
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Dr Tracy Martin is an Organisational Psychologist and Research Fellow with the Sustainable Infrastructure Research Hub (SIRH) at UQ. She is the Lead Researcher for project examining the impact of digitalisation and sustainability on the work of leaders and engineering professionals in the Infrastructure industry. Her research interests span strategic change, work design and board behaviour. Tracy completed her PhD at UQ, examining how company boards consider issues about people during strategic change. This research was motivated by her 25+ years in the corporate sector, where she worked initially as a chemical engineer and later in organisational development and strategic HR roles. Her industry experience includes mining, chemicals manufacturing, professional services, engineering projects, information technology, media and commercial real estate. She has taught human resources, change management and leadership at UQ and other universities and is actively involved in the APS College of Organisational Psychologists at State and National level.
