'Creative destruction' v 'Creative accumulation': organisational transformation challenges confronting electricity distribution monopolies

Newbury, Paul and Paterson, Mark (2015). 'Creative destruction' v 'Creative accumulation': organisational transformation challenges confronting electricity distribution monopolies. In: Proceedings of the 2015 IEEE PES Asia-Pacific Power and Energy Engineering Conference (APPEEC). IEEE PES Asia-Pacific Power and Energy Engineering Conference (APPEEC), Brisbane, Australia, (). 15-18 November 2015. doi:10.1109/APPEEC.2015.7380865


Author Newbury, Paul
Paterson, Mark
Title of paper 'Creative destruction' v 'Creative accumulation': organisational transformation challenges confronting electricity distribution monopolies
Conference name IEEE PES Asia-Pacific Power and Energy Engineering Conference (APPEEC)
Conference location Brisbane, Australia
Conference dates 15-18 November 2015
Convener IEEE
Proceedings title Proceedings of the 2015 IEEE PES Asia-Pacific Power and Energy Engineering Conference (APPEEC)
Journal name Asia-Pacific Power and Energy Engineering Conference, APPEEC
Series Asia-Pacific Power and Energy Engineering Conference, APPEEC
Place of Publication Piscataway, NJ, United States
Publisher Institute of Electrical and Electronic Engineers (IEEE)
Publication Year 2015
Sub-type Fully published paper
DOI 10.1109/APPEEC.2015.7380865
Open Access Status Not Open Access
ISBN 9781467381321
ISSN 2157-4847
Volume 2016-January
Total pages 5
Collection year 2016
Language eng
Abstract/Summary The paper presents selected findings for research into sectoral impacts of disruptive technological innovation in the Australian electricity industry, with emphasis on monopoly electricity distribution utilities. A qualitative case study approach was applied with data collected via semi-structured interviews with management representatives of 13 Australian electricity distribution network service providers. Interview data reveals contrasting views between private and public utility managers in terms of the perceived significance of challenges facing their organisations and the cultural preparedness to respond. Whilst representatives of private utilities expressed confidence in the cultural readiness of their organisations to meet the challenges ahead, managers representing public utilities identified organisational cultural constraints as one of the most significant impediments to the transformation of their businesses. Key concerns related to organisational culture included: resistance to change; lack of an innovative culture; risk aversion; poor cross functional collaboration; and lack of commercial focus and performance driven culture.
Keyword Economies of scale
Electricity supply industry
Human resource management
Monopoly
Technological innovation
Q-Index Code E1
Q-Index Status Provisional Code
Institutional Status UQ

Document type: Conference Paper
Collections: Official 2016 Collection
UQ Business School Publications
 
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