System Approach As An Effective Tool For Creating Market Power And Influence For Ooredoo Oman Telecommunication Market

SYSTEM APPROACH AS AN EFFECTIVE TOOL FOR CREATING MARKET POWER

AND INFLUENCE FOR OOREDOO OMAN TELECOMMUNICATION MARKET

NAME

STUDENT #

A RESEARCH REPORT SUBMITTED IN PARTIAL FULFILLMENT OF THE

REQUIREMENT FOR THE AWARD OF A MARKETING

UNIVERSITY

DATE

Abstract

In today's business, every organization is rushing to influence the market and attains market power to

ensure a competitive advantage. Therefore, to active reach the desired market share and power, it has

become crucial for the organization to utilize the system approach in problem-solving and strategy

setting. The indefiniteness and dynamics of a business environment make corporate management use

methods whose basis is system approach to the firm. The idea is to understand the business as an

organism that is living but still taking into account the importance of growth in knowledge, human

potential that is creative and management methods that are new as system dynamics and other

organizational tools of completion utilized in the 21st century.

The report objective assesses the relationship between influence and market power and system

approach. Further, the paper is investigating the interactions between policy approach strategy on

behavior and change of consumer behavior. Also, the paper hopes to examine the relationship between

proposal policy tools and the shift in market share and influence. Finally, the paper hopes to determine

the relationship between the tools utilized in system approach and market power and influence changes.

The model of corporate strategy management decision-making in the journal is in the conditions of

Telecommunication industry on a broadband and mobile company. The sale in a telecommunication

industry relies on the population urbanization and the level of innovation. As a result, the high

competition on price and market and at the time the leading of margin squeezes.

The system approach allows organizations to use constructs that are subjective indicators like

recursiveness, relations that are cause-effect and autonomy of evaluation of performance. The paper

motivation question: How a system approach is a useful tool for creating market power and influence

for Ooredoo Oman Telecommunication market? The investigation models of the study look for roots

that relate to system thinking in their framework. It is both descriptive and explanatory as per the case

studies strategy in the telecommunication sector. The findings indicated system was thinking as a

control system relates to organizational strategies and models based on their certain characteristics and

thus when utilized effectively have the power to change consumer preference and establish market

influence and power. It is the companies that deficiently formalize complexity and autonomy.

Table of Contents

Chapter One: Introduction ........................................................................................................................ 6

1.1 Background .................................................................................................................................. 6

1.2 Problem Statement .......................................................................................................................... 7

1.3 Objectives........................................................................................................................................ 8

1.4 Significance of the Study ............................................................................................................. 8

1.5 Conceptual framework and theoretical framework ......................................................................... 9

Chapter Two: Literature Review ............................................................................................................ 10

2.1 Introduction ................................................................................................................................... 10

2.2 System Complexity ....................................................................................................................... 10

2.3 Systems Science as a Field of Inquiry into the Social Sciences ................................................... 10

2.4 Human Complex Interactions SSM Application .......................................................................... 11

Chapter Three: Customer Change of Behavior ....................................................................................... 11

3.1 Power and Influence...................................................................................................................... 12

3.2 Analysis of Force Field ................................................................................................................. 12

3.3 Power Indicators ........................................................................................................................... 12

3.4 Power Sources ............................................................................................................................... 13

3.5 Tactics of Power............................................................................................................................ 13

Chapter 4: Soft Systems Methodology ................................................................................................... 14

4.1 Introduction ................................................................................................................................... 14

4.2 The Principles of Soft Systems Methodology............................................................................... 14

Chapter 5: Research Methodology .......................................................................................................... 15

5.1 Introduction ................................................................................................................................... 15

5.2 Design Method and Procedure ...................................................................................................... 16

5.3 Research Assumptions .................................................................................................................. 16

5.4 Ethical Considerations .................................................................................................................. 16

5.5 Limitations of the Study ................................................................................................................ 16

5.6 Case Study and Result................................................................................................................... 17

Chapter 6: Conclusion and Recommendations ....................................................................................... 19

Recommendations ................................................................................................................................... 20

References ............................................................................................................................................... 21

Chapter One: Introduction

The business world today is affected by the economic recession that is global, challenging

managers and owners in coming up with a strategy decision. The business faces unexpected changes

that the company cannot deal with therefore creating turbulence and chaos in the corporate processes.

These principles of chaos can also get observed in the telecommunication industry this is because

they’re a lot of uncertainty resulting from deciding on innovation that is dependent on new trends

(JAYANETTI, 2014). The document proposes a Literature review to determine whether system

approach is a suitable tool for solving the emerging problem that faces Ooredoo Oman

telecommunication market. The discussion of the draft study will be problem-solving methods based on

system approach and also on predictions.

1.1 Background

1.1.1 Background of the Ooredoo Oman Telecommunication Market

The company Qatari Telecommunication Company SAOG registration and foundation was in

the year 2004 in Sultanate of Oman. The company began operating under the name Ooredoo after

launching as a challenger mobile operator in the year 2005.In 2009 the company received the second

fixed license, and by April 2010 the company was able to launch its gateway into the international

market where it incorporated both broadband and corporate fixed services. Across the Sultanate the

company is serving over two million customers since being an integrated telecommunications operator

in the year 2010. In 2010 also the company was able to successfully list on the Muscat Stock Market

(MSM) following an IPO that was successful. The company majority ownership is Qtel Group and

significant shareholders from Oman that guarantees the company integration with the Oman Society.

Ooredoo embodies both local and extensive expertise as it has caring individuals that are talent full plus

the company boasts of being state of the full art service telecommunication provider. The company

over the years has incorporated culture into their strategies as they understand the Sultanate population

diversity. The move has allowed the company to provide its customers highest level of user-friendly

technology and satisfaction of clients at the same time allowing the employees of the company

opportunities to grow and develop their abilities (Ooredoo, 2017).

1.1.2 Background of the Telecommunication Industry

Oman is a country with a transformed mobile telephony as the technology can transform the life

of the society. The general economic interest and both economic and social variables and the

realization that the governments have set targets that are ambitious in the region attribution are to

broadband. The last four years has witnessed the mobile subscribers, and those demands bandwidth that

gets fixed grow at quick strides with a CAGR of 78% and 40% respectively. The ARPU has received

tremendous support from robust internet usage. The organization that has been on the forefront in

promoting and provision of communication solution is Omantel since 1980 with a 70% market share.

The government has a 70% stake in the company where it diversified 19% of the ownership in 2014.

The other competitor of Ooredoo Oman is Nawras formation is in the year 2004 in Sultanate which

owned privately by the same company that owns Ooredoo. The company commands 40% of the market

share in mobile subscription and 40% on the internet that gets fixed. Despite, the penetration levels

increasing to a high of 145% and the subscribers’ growth, there is a decline in the average revenue per

user (ARPU). In the future, both fixed line and mobile will be drives with the increase subscriptions

where the revenue is expected to read an increase of 3% over the period forecasted. The growth trends

will make a gradual shift to the high-speed data technology like 4G LTE combined with fixed line

internet subscription increase. In the past five years, there has been a World Bank penetration of

internet in the Sultanate in its triple form with the highest cumulative average growth rate being 25% in

the GCC (Mittal, 2014).

1.2 Problem Statement

Ooredoo Oman wants a remedy to deal with competition issues in the telecommunication market,

where the competitive landscape for Ooredoo has changed drastically (Ooredoo, 2017).

Today the company is dealing with an ever-changing trend in the telecom industry, that demand

innovations, as a result, create turbulence and chaos in the corporate process. If the company ignores

this problem; resources will need the increase to handle the cascading problem, and the company may

fail to attain organizational goals which will result in loss of revenue, non-satisfaction of consumers,

lost business and damage on the company’s reputation (JAYANETTI, 2014).

We will use autonomy to performance evaluation models in evaluating system approach as a useful

tool for creating market power and influence to consumers.

1.3 Objectives

The purpose of the study will be to:

i) Assess the relationship between system approach and market power and influence.

ii) Investigate the interaction between policy approach strategy on behavior and change of consumers.

iii) Examine the relationship between policy proposal tools utilization and change in market power and

influence.

IV) To determine the correlation between system approach tools use and change in market power and

influence.

1.4 The Study Significance

The study will prove valuable to both scholars and researchers in the building of theories and

also add value to their existing knowledge. The papers will further provide a platform for those

engaging in first-time studies on the topic. The government of Oman is also bound to benefit from the

education and more specifically the ICT department. There is a current trend in the region to go digital

and thus there is a willingness by the government to digitize its operations for policy formulation

effectiveness thus allowing the industry to thrive. The research will assist the management, and other

stakeholders in the telecommunication industry in Sultanate Oman have and understand new statistics

and findings of the ability of system thinking the approach to influence behavior of a customer thus

achieving the desired level of power and market share.

1.5 Conceptual framework and theoretical framework

1.5.1 Theories

1.5.1.1 Unfair Exchange and the Labor Theory of Value

Karl Marx being anti-market theorized values in markets where he represented both use value and

exchange value. According to him, markets are full of problems in that they rely on the exchange of

values where the working class loss to benefit the owner class. To meet the working class need then it

meant producing goods and services based on use value, but the system of capitalist would not provide

prices for this level of products and services. Instead placed reliance on exchange value that gets driven

by demand and supply thus system are unjust and consist of much exploitation. His solution was

market-based relying on the theory of labor value to turn the tables on the owners of capital. In the

OUTPUTS

 Behavior of the

Consumers

 Influence from

Organizational

(Updates):

- New systems

-Culture

INPUTS

 Factors of Power

 Influence from an

Organizational : -

Existing systems –

Culture

-Structures of an

Organizational

PROCESS

Influencing the

Consumers (target) to

conform to the

organization (agent)

demands/requirements

by adopting change of

behavior

TOOLS &

TECHNIQUES

 Power based

 Tactics that are

Influential

sense that extraction of surplus value is wrong it, therefore, should get distributed justly. Therefore the

revamped market new principle would be “from each according to their need,” and the solution meant

the destruction of contracts (Stanford Encyclopedia of Philosophy, 2016).

Chapter Two: Literature Review

2.1 Introduction

The literature review looks into the system thinking concepts and provides a problem theoretical

background. The human activity in an organization are then related to a setting of the organization

2.2 System Complexity

The system elements numbers determine the complexity levels of the regime with each item having

different stages that give rise to different connections possibilities between the elements. A conceptual

framework addresses the complex nature of systems as it allows an organization to look at it

holistically. The system approach is thus an operating framework for both social science and physical

science. When viewing an organization as a system, the team's interactions get identified thus

contingency approaches to structures of the body get easily applied (Wiesner, 2012).

2.3 As a Field the System Science of Inquiry into Science that is Social

Science System application is possible through the study of organizations and the relationships that are

dynamic among and between individuals within them and the cultural, natural and social environment.

According to Geoffrey Vickers system, thinking is a useful framework when considering the behavior

of humans. The idea is that primarily there are relationships that exist of human systems which he

considered as open where the main elements in such a system include: growth, stability,

interdependence, limitations and organization. The science of system is thus a useful tool for rendering

the dynamic complex of human culture and socio-political change comprehensible. Therefore, it

becomes possible to holistically problem solve of issues of change and potential opportunity

(Khazanchi & Munkvold, 2000).

2.4 Human Complex Interactions SSM Application

The Soft System approach is at time utilized to see the world through the eyes of others so as to

identify the point of views that differ. It becomes a window to appreciate the environment where the

views get expressed in the stage of definition of SSM process that led to social systems compound

experienced levels. There is always the possibility of groups having different contradictory interests

where the standard of power and authority differs among the members. However, a coalition is possible

among the members of the group where they support a common outcome. Such a characteristic in a

group gets regarded as a pluralist characteristic regarding issues of group interest, power, and conflict

(Young , 2009).

Blixt and James (2004) emphasize that organizational change fast implementation as they identified

that the drivers of change increase the competitiveness levels, multiple markets and the performance

excellence levels in markets that are competing. The elements useful to accelerate such change include

leadership, shared strategy, critical mass and systems that are supportive. The gap in literature where

SSM get utilized in organizational change that gets accelerated exists. The research intends to develop

new knowledge that shows soft system methodology as an optimistic change driver through

interventionist actions.

Chapter Three: Customer Change of Behavior

There is implicit link of individual behavior of people is to their culture and identified by the values

and beliefs, so a change of behavior is a mere implication of the modification of culture. To achieve the

desired market power and influence, it is thus crucial for the organization to change the culture of the

customers. The SSM provides the appropriate approaches to change where it allows for the inclusion of

information that is subjective and also facts that are objective. It allows thinking that is not

unconstrained and solving of problem to get undertaken with the aim of achieving desires of the future

in a pluralistic environment through the interactive and iterative process. Thus encourages multiple

views of a situation (Perner).

3.1 Power and Influence

A useful distinction between authority and influence gets drawn by MacMillan where he defines

influence as control capacity and the ability to modify others perceptions. On the other hand, power

gets defined as actual situation restructuring. In an organization, managers’ result to influence skills

rather than turn to authority to persuade staff of advantages of course of action proposed. Power never

function when isolated it provides a base, an action springboard but it comes with certain conditions

that demand to fulfill its potential get realized. Power fundamentally entails ownership of resources

control, and its governing is a degree of dependence that others have on them and the extent alternative

resources availability (BRIDOUX ).

3.2 Analysis of Force Field

Kurt Lewin, a psychologist, argues that organizations are held together in balance by two opposing sets

of forces balance, that seeking change promotion that gets termed as the driving force and there are

those that work towards the maintenance of a status quo. Change in the most cases upset balance of the

forces thus essential to determine the forces strengths before making the change. Increasing the driving

strength and reduction of restraining forces become useful in making the necessary change. The drivers

of change include career development possible opportunities, staff that has self-confidence, the

existence of healthy relationships, and proper communication of the objectives. However, there forces

that restrain change and they include: insecurity of staff, scheme purpose misconceptions, similar

experience with systems and poor existing relationships (Force Field Analysis Introduction)

3.3 Power Indicators

According to Johnson and Scholes 1988 drawing from Pfeffer 1981 assessment of control takes place

by looking for its indicators. There four factors that indicate power, include The individual or group

status which gets indicted by the position held by the person in the society, income levels and

reputation. Resources claim another indicator of power in a group. Increase or decrease in the

proportion of resources substantially determines power in that group. Another sign of authority is the

important position representation where the functional area of an organization whether represented at

board levels or not are influenced indicators of different functions on groups major decisions. The

power of accounting or marketing, for instance, may emerge from the origins of the role of the

founders of the organization or decision makers that matter. Power symbol is another indicator of

power which varies and gets displayed both by those with power that is formal and those whose power

gets derived from sources that are informal. For instance access to senior people is seen as an indicator

of authority (Bednar, 2017).

3.4 Power Sources

According to Morgan 1986 power emerges from the body that is formal, scarce resources control,

structures and procedures of the organization, the decision process monitoring and knowledge and

information control. Further, technology control, alliances and networks that are informal, management

of uncertainty ability, power of gender, power that is countervailing and maintaining of administration

and symbolism are also others sources of authority (Stanford Encyclopedia of Philosophy, 2016).

3.5 Tactics of Power

In today world more than ever there is the completion for resources that are limited and individual have

to pursue goals that are personal to create strategies. Martin and Sims research in the year 1956

provided a guide to behavior. They suggested a few tactics that conflict with some of the material

module but that which is healthy since another perspective is always very useful. The suggested the

following; information careful control, involving of others in decisions when necessary, link oneself to

influential members of the society, commit not to a single cause since change can take place leaving

one isolated and act in a confident manner. Hunt 1979 recommend adoption of behaviors of those in

power rather than joining those that are declining in influence. He goes ahead to suggest that managers

should attain results that get regarded as important by those in authority thus allowing social contact

with talented individuals (Stanford Encyclopedia of Philosophy, 2016).

Tactics that are utilized by organizations to achieve objective include: Conservative image

presentation which according to Schein enthusiasm can get interpreted as behavior that is threatening in

some organizations. His suggestion is that status quo modest adjustment phrase as an important

proposal. The argument is that most projects established in an organization that are controversial began

in a small way where they got linked to a non-controversial programmer that exists. The idea being that

change that is radical sometimes gets viewed as average current activity development. Another tactic

that proves useful is a strike when the iron is still hot strategy. Organization to influence or gain

dominance need to capitalize immediately on any success achieved by bringing forward another project

that they intend to progress. Research instituting is another power tactic as some projects are bound to

receive stiff opposition. Research carried out by organization can provide hard data that is not easily

argued against. All the tactics are legitimate and help the team achieve their objective despite sounding

suspicious like the means get justified by the end where each has own views (Stanford Encyclopedia of

Philosophy, 2016).

Chapter 4: Soft Systems Methodology

4.1 Introduction

The Soft System Methodology (SSM) description and applications take place in the episode. The

methodology gets discussed in details to the intervention stage. The known limitations of the method

are also gets highlighted in the plan critique (A Look at Soft Systems Methodology)

4.2 The Principles of Soft Systems Methodology

The soft system thinking introduction took place in the 80s by Checkland and colleagues as an

interpretive approach to the application of system thinking that was holistic, as a reductionism

analytical distinct problem solving approach. The approach suited cases of complex problems that were

unstructured where there no apparent solution and a wide range of view existed between the

participants as the best way to approach or deal with the problem exist (Young , 2009).

In a situation where diverse views from the world exist the methodology becomes core and an approach

that is iterative cyclic of thinking inquiry that is structures and problem formulating. The model has a

process which is conceptual with solution and is seen as an ideal system need and drawn from a picture

of problem that are expressed. The model is compared with reality and a stimulated debate takes place

about the assumption underlying and required change bringing about a solution that is desirable. SSM

is far from real world analysis of systems but it all about thinking systems application to problem in

situations the prove complex to give intellectual construct series that generate learning and variable

understanding of the variable that is hidden often in complex situations(Young , 2009). To illustrate the

full process and principles of the methodology the research will adopt the seven-stage model.

Fig 2 the process of Soft System Methodology

Chapter 5: Methodology of the Research

5.1 Introduction

The discussion in the chapter is methodology of research selected and considers issues such as

interpretation of data, consideration that is ethical and validation.

5.2 Design Method and Procedure

The study focus is system approach as a tool for Effective Management of Power and influence

in Organization. The appropriate methodology, therefore, is the longitudinal design that allows

examination of a phenomenon over time in a natural setting to build a theory. Data collection will entail

two phases where collection during the 3-month period will involve multiple sources of historical data,

which will get triangulated to establish validity and reliability. In the first step, data will get obtained

from corporate archival related to the company. Primary sources include organizational charts, internal

reports, and internal reports. Secondary sources include public disclosures, publications from the

media, domestic articles and technical reports. The second phase, the formal interview will be

conducted; the discussions will provide detailed data for active triangulation.

5.3 Research Assumptions

The assumptions of the research concerning peoples nature in context that is social include:

subjectivity of reality, the social world consist of individuals assign to events important systems, the

meanings source is social interaction with each other. Further, it gets assumed that interactions have the

ability to modify interpretations of events and events dynamisms results to different interpretations.

Other assumptions to ways that people acquire knowledge include: view that is clear on how to proceed

with change as the pluralist characteristics dominate situations; it’s hard to express solution in simple

models that are rational as they characterized by complexities.

5.4 Ethical Considerations

The study attempts to create both responsibility and professionalism in the following ways: It

will utilize appropriate gathering of data means, informed consent involvement, it will avoid deception

and carefully interpreted the data.

5.5 Limitations of the Study

The research process gets faced with high levels of relativism and subjectivity thus possibility

of different results with two interviews of the same individual. In this sense, it 's hard to replicate the

study. However, the process is deterministic and does not aim at one correct answer but to uncover the

world that is unseen with participants dimensions and insight attainment to into SSM applications in

leveraging change.

5.6 Case Study and Result

5.6.1 Case Study

Ooredoo Oman Telecommunication is a company in a fiercely competitive battle for market

dominance. The industry is increasing the competitive levels as new entrants venture into it with the

hope of gaining from the future industrial trends that are promising. The industry expects growth in the

market base as more people seek internet and mobile services in the country. To attain the desired

market power, Ooredoo has resulted in system approach and more specifically the Soft System

Methodology.

Table 1

Root Definition: Ooredoo Oman

The change in the organization initiated by the

management and put in practice by the employees,

to have structure change, company practice of the

company and culture for the service and cost

benefits of the community in an environment of

forced change of the customer behavior.

Customer: The community

Actors: Marketing team

Transformation: To use knowledge, skills and

competitive designs experience of preparation that

delivers the most appropriate solution for the

customer

Owner: Ooredoo Oman Company

Environment: quality, Competitive, cost and time

critical, and expectation of community

expectations

5.6.2 Model of Concept

Client Marketers/Managers The Community The Competition

Fig 3: Root Definition, CATWOE and Conceptual Model of the Market Power Project.

5.6.3 Knowledge elicited about the Project

The company has analyzed the telecommunication market environment in the country set criteria

need to define the design that would prove successful for the customers. The organization under study

carried their modeling to meet the needs of the client. The study got completed and able to attain the

desired market share. The technical base strength was a boost to achieving the outcome you want.

Get details of the

client’s technical

requirements

Know the

appropriate

models for the

design process

Understand

community’s

expectation for

major project

Know how to

be competitive

Successful

design criteria

Setting

definition

Develop an

appropriate

design solution

Design

Monitor and

Control

Design

Chapter 6: Conclusion and Recommendations

Table 2: Goal / Outcome

Action

Steps

Responsible

Deadline

Resources

Potential

Barriers

Result

Market

Research

R&D

Department

First month

after the

project

proposal

The market

team, the

analysts and

research

team

Limitation

of time and

lack of

proper tools

of analysis?

The market in Oman

Telecommunication is

vast with high

competition

SSM model

design

Development

three month

period

Time,

money and

design

time

That SSM is an

effective tool in

determining and

developing ways to

attain market power

through change of

customer behaviour

Marketers

Determining

the needs of the

customers.

Further

establish

completion

levels of

industry

During the

designing of

the model

Time and

money to

determine

the needs of

the

customer

Time and

money

Establish that there was

need to cut cost so as to

increase number of

customers and eliminate

competition

Management

Developed a

strategic plan

One month

before

submission of

the proposal to

the

research team

Time to

establish an

effective

strategy

The system

dynamics

A strategy utilizing Soft

System Methodology

Recommendations

The study recommends the utilization of the soft system methodology as pluralist-complex situations

are best dealt with using the methodology. The model considers complex-coercive contexts situations

where the power and influence is either headed or apparent.

References

Ooredoo. (2017). Retrieved June 1, 2017, from careers.ooredoo.om:

http://careers.ooredoo.om/ooredoo/page.aspx?businessunitid=652

A Look at Soft Systems Methodology. (n.d.). Retrieved June 3, 2017, from www.umsl.ed:

http://www.umsl.edu/~sauterv/analysis/F2015/Soft%20Systems%20Methodology.html.htm

Bednar, M. K. (2017). Watchdog or Lapdog? A Behavioral View of the Media as a Corporate

Governance Mechanism. Academy of Mnagement.

BRIDOUX , F. (n.d.). A RESOURCE-BASED APPROACH TO PERFORMANCE AND

COMPETITION: An Overview of the Connections between Resources and Competition.

Retrieved June 3, 2017, from cdn.uclouvain.be:

https://cdn.uclouvain.be/public/Exports%20reddot/iag/documents/WP_110_Bridoux.pdf

Force Field Analysis Introduction. (n.d.). Retrieved June 3, 2017, from www.odi.org:

https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/6395.pdf

JAYANETTI, S. (2014). Impact of eCommerce in Today’s Business World. Retrieved June 2, 2017,

from www.synaxiom.com: http://www.synaxiom.com/impact-of-ecommerce-in-todays-

business-world/

Khazanchi, D., & Munkvold, B. E. (2000). Systems Science as a Field of Enquiry into the Social

Sciences. An inquiry into the nature of the information systems discipline. (University of

Nebraska) Retrieved June 2, 2017, from digitalcommons.unomaha.edu:

http://digitalcommons.unomaha.edu/cgi/viewcontent.cgi?article=1023&context=isqafacpub

Mittal, D. (2014, April 9). Oman Telecommunication. (Shurooq Securities Research ) Retrieved June 1,

2017, from www.shurooqsecurities.com:

http://www.shurooqsecurities.com/reports/OMANTELECOMMUNICATIONSECTORREPOR

T.pdf

Perner, L. (n.d.). CONSUMER BEHAVIOR: THE PSYCHOLOGY OF MARKETING. Retrieved June 3,

2017, from www.consumerpsychologist.com: https://www.consumerpsychologist.com

Stanford Encyclopedia of Philosophy. (2016). Exploitation. Retrieved June 2, 2017, from

plato.stanford.ed: https://plato.stanford.edu/entries/exploitation/

Wiesner, K. (2012, March 8). What is a Complex System? Retrieved June 2, 2017, from philsci-

archive.pitt.edu: http://philsci-archive.pitt.edu/9044/4/LLWultimate.pdf

Young , J. T. (2009). Developing a Soft Systems Solution for Enhancing and Managing Change in

Organisations. Retrieved June 2, 2017, from researchbank.rmit.edu.au:

https://researchbank.rmit.edu.au/eserv/rmit:13879/Young.pdf

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