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International Journal of Mechanical Engineering and Technology (IJMET)

Volume 10, Issue 05, May 2019, pp. 105-124, Article ID: IJMET_10_05_013

Available online at http://www.iaeme.com/ijmet/issues.asp?JType=IJMET&VType=10&IType=5

ISSN Print: 0976-6340 and ISSN Online: 0976-6359

© IAEME Publication

FRAME WORK ANALYSIS (STAGE 3):

CREATING A FRAME WORK TO ENHANCE

THE ADOPTION OF INNOVATIVE DRILLING

TECHNOLOGIES IN UPSTREAM UAE OIL AND

GAS

Sylesh Nechully

Research Scholar, UPES, Dehradun

Dr. S.K. Pokhriyal

Professor and Head - Energy Management,

School of Business - UPES, Dehradun

Dr. Saju Eapen Thomas

Dept. Chair – Marketing, City University College Ajman, UAE

Dr. Santhosh Koyadan

Executive Coach and Leadership Development Professional, UAE

ABSTRACT

The Findings/Frame Work from the Second Stage of Frame Work Analysis gets

further validated by Grounded Theory in the third stage of Frame Work Analysis. The

Researcher used NVIVO 12 for data analysis due to the “Effort and Time factors”

involved. The points to be noted in the results of data analysis are (1) “Resistance to

Change” and associated variables, “Compliances” and associated variables,

“Purchasing Patterns” and associated variables, “Affordability” and associated

variables, “Efforts” and associated variables, “Trade up or Buy back”, “Brand

Loyalty”, “Innovator Support” and “Central Innovation Office” re-appeared in the

data analysis (2) “Country of Origin”, “ICV Score” and “Local Presence” are the

newly emerged variables. The findings/frame work of data analysis of Stage 3 goes as

an input to the fourth and final stage.

Keywords: Drilling Technologies, Frame Work, Innovation, Qualitative Data Analysis,

Upstream Oil and Gas, Coding.

Frame Work Analysis (Stage 3): Creating A Frame Work To Enhance The Adoption of Innovative

Drilling Technologies In Upstream UAE Oil And Gas


Cite this Article: Sylesh Nechully, Dr. S.K. Pokhriyal, Dr. Saju Eapen Thomas and Dr.

Santhosh Koyadan, Frame Work Analysis (Stage 3): Creating A Frame Work To

Enhance The Adoption of Innovative Drilling Technologies In Upstream UAE Oil And

Gas, International Journal of Mechanical Engineering and Technology 10(5), 2019, pp.

105-124.

http://www.iaeme.com/IJMET/issues.asp?JType=IJMET&VType=10&IType=5

1. INTRODUCTION

The paper describes the Third Stage of Frame Work Analysis. Grounded Theory is used to

Validate/Test the Frame Work proposed in Stage 2 – in Paper Titled “Frame Work Analysis

(Stage 2): Creating a Frame Work to Enhance the Adoption of Innovative Drilling Technologies

in Upstream UAE Oil and Gas”. New Variables/Relationships might emerge or the existing

variables/relationships get eliminated or modified during data analysis (Nechully and

Pokhriyal, 2019).

2. METHODOLOGY

The Research Method employed for drafting the Frame work is “Frame Work Analysis”.

Starting with a Conceptual Lens/Preliminary Frame Work – Frame Work Analysis has got Four

stages of Validations (If the researcher has a well-defined Conceptual Lens/Preliminary Frame

Work to start off with or else first stage is for creating a well-defined frame work followed by

three stages of validations). The First two stages of Data Analysis are done by Content Analysis

and Last two stages done by Grounded Theory. The justification for using Frame Work

Analysis and the Research Design is already described in the paper titled “Choosing Grounded

Theory and Frame Work Analysis as the Appropriate Qualitative Methods for Research”

(Nechully and Pokhriyal, 2019).

3. USING NVIVO 12

The Interview transcripts are cleaned, formatted and imported for data analysis. The interview

answers from various transcripts are consolidated under each headings/questions for easy

analysis using “AUTO CODE” function. The “MIND MAP” function can be used to create

tentative nodes structure – If the conceptual lens/preliminary frame work is known. Once these

answers from various transcripts are consolidated under each questions/headings, the coding is

done. In NVIVO, the relevant portions of text coded are put into containers called “NODES”.

Either the Nodes will be Pre-labeled or are labeled as or when the codes are generated. The

Insights or Useful observations emerged during the process of coding are noted down under

“MEMOS”. In due course of data analysis – these Memos are connected together to unravel or

validate the patterns of relationships of codes generated (Wright, 2018).

4. QUALITATIVE DATA ANALYSIS

4.1. VARIABLES AFFECTING INNOVATION OPPURTUNITY

Attitude influences innovation opportunity search in organizations. An organization should

have a favorable attitude towards innovation – P4 “An organization should always have a

feeling that the market is very competitive and it has to embrace change to survive. A favorable

attitude towards innovation should be a part of organizational DNA”. A Positive organizational

attitude towards innovation motivates employees also to search for innovation opportunities –

P3 “Organization should view innovations as the solutions for betterment and prosperity. This

view has to be propagated to the bottom levels as well. Then only employees will search for

innovation opportunities within organization”. A feeling that the suggestions will be given due

Sylesh Nechully, Dr. S.K. Pokhriyal, Dr. Saju Eapen Thomas and Dr. Santhosh Koyadan


importance encourages employees to search for innovation opportunities – P1 “The

organization has to have a positive attitude towards innovation. This attitude will motivate

employees to search for innovation opportunities”

Organizational Readiness also boosts the confidence of employees to search for innovation

opportunities. If an organization is incompetent to channelize sufficient resources for

innovation adoption, then the employees will not come forward with innovation opportunities

within an organization – P1 “The organization should have the ability to accept changes and

they should convince about this ability to their employees. Other employees will think of

searching for innovation as a useless pursuit”. An organization should have the right people,

right processes and right work place – P4 “It should be ready with right people, right process

and right place. Right process is all about how people can interact with each other to discuss

the problems and place is the actual work place”.

4.2. VARIABLES AFFECTING ORGANIZATIONAL READINESS

Organizational innovativeness influences Organizational Readiness. If an organization is not

having an orientation or affinity towards innovation, it will not channelize sufficient resources

to adopt innovations – P4 “Organization as a whole should believe in innovations. It should be

receptive to new ideas and practices. It has to show the willingness to experiment with new

ideas. Without willingness from the part of organization they will not allocate resources for

innovation”. Organizations with high innovativeness try to enhance the readiness to adopt

innovations – P2 “Organizational innovativeness enhances the ability and willingness to take

risks. It encourages the organization to always look for changes for betterment”.

Organizational culture refers to the shared assumptions which guide the behavior in

organizations. If an organization does not have that assumption – “Innovations can benefit

organizations”, then it can never ever get itself prepared to adopt innovations. An organization

without an Innovation culture will find it extremely difficult to channelize resources for

adoption of innovation – P2 “An organizational culture defines what the organization is all

about. Organization should always search for innovative ways of doing. Innovation has to be

there in the blood of organization”

4.3. VARIABLES AFFECTING TECHNOLOGY FINALIZATION

Attitude influences the technology finalization in an organization. Only an organization having

a favorable attitude towards innovations pursue innovative technologies – P1 “If I do not like a

particular technology, I simply discard it. Will never ever go behind that”. A favorable attitude

propels organizations to find appropriate innovative technologies – P3 “A liking towards

innovation encourages us to search further – about its applicability, its advantages etc etc – in

fact – everything about that innovation”. Till 2015, Oil and Gas had a negative attitude towards

change and this resulted in non or slow adoption of innovative technologies – P4 “They lack

that attitude towards change. Reminds me of one cartoon I saw in early 2015 about Oil and Gas

– “I am busy making money and do not have the time to improve “. This was true till 2015

June”

Without a certain level of organizational preparedness in terms of infrastructure, skill set

and budgets, the end users will not be convinced of innovation adoption and will not waste time

searching for innovative technologies – P3 “Organizational readiness gives us confidence to

search for innovation. Otherwise all efforts will go waste – If we find a suitable innovation and

organization cold shoulders it”. End users will not pursue an innovation If they feel that it is far

beyond the reach of organization – P1 “The organizational readiness is also the same case. If I

think that a Technology is too advanced for us – I will not go ahead with that”




4.4. VARIABLES AFFECTING CONTRACT FINALIZATION

Attitude and Organizational readiness affects the Contract finalization. A favorable attitude

towards innovator and innovation speeds up the contract finalization process in an organization

– P3 “If you do not like a particular thing – you try to stop it or delay it. This is the same case

with innovation as well. A positive attitude towards innovation helps in contract finalizations”.

A negative attitude towards innovation – Innovation viewed as a waste of money, delays the

contract finalization. A high ICV score creates a favorable attitude towards innovator which in

turn speed up the procurement process – P1 “Contracts or Procurement department always

favors a vendor coming within the budget available and has high ICV score. For them

Quantifying the benefits - Financial benefits creates a favorable attitude towards innovation”.

Organizational readiness speeds up the procurement process – P1 “Higher Organizational

readiness helps to make speedy decisions regarding innovation”. Availability of budgets speeds

up the contract finalization. Communicating Organizational readiness to all concerned

departments – whichever departments are involved in the adoption process, speeds up contract

finalization – P3 “The organizational readiness has to be communicated to all departments and

employees to speed up the decisions”. Delayed opportunities are missed opportunities for cost

savings and earning profits. Organizational readiness also helps to create a winning attitude –

when innovation, resources and objectives are perfectly aligned – P4 “A winning attitude is

created only when the innovation, resources and objectives are properly aligned”.

4.5. VARIABLES AFFECTING IMPLEMENTATION

Organizational attitude affects the implementation of innovation in the organizations. A

favorable attitude towards innovation encourages employees to cooperate and contribute for the

smooth implementation of innovation – P3 “The employees should show a favorable attitude

and cooperate for implementing new systems in the organization”, P2 “Attitude determines the

actions of employees – whether to actively contribute to the implementation or not” and P1 “A

favorable attitude of “Yes. This is going to benefit us and we need to implement it in a proper

way”

Organizational readiness reflects the extent of preparedness of organization to implement

innovations. Without sufficient budgets, infrastructure and skillsets, Organizations cannot

implement innovations – P3 “You cannot implement innovations without proper infrastructure

and competent employees”. Organizational readiness also reflects the confidence level of

organizations to adopt and implement innovations - P1 “Organizational readiness reflects the

confidence of the organization to implementation. Higher confidence, the more likely hood of

effective implementation of innovation in an organization. To boost the confidence – it has to

have infrastructure and skilled staff”. The confidence of an organization increases if it has

sufficient resources in terms of infrastructure and skill set.

4.6. VARIABLES AFFECTING UTILIZATION

Attitude influences utilization of innovation. A favorable attitude towards innovation is

required to utilize innovation to its full potential in an organization – P3 “Attitude is the most

important aspect in utilization of innovation. If they have the right attitude everything follows.

Attitude builds a helping environment for innovation. Attitude also helps to overcome the

barriers to utilization”. – Attitude also helps to build a conducive environment for utilizing

innovation. Favorable attitude helps to overcome the normally encountered barriers of

utilization of innovation. One way to elicit the favorable attitude is to convince end users that

the innovation can enhance their job performance – P4 “Most important is the attitude towards

innovation. The employees should really feel that the innovation will benefit them”



Organizational Readiness also affects the utilization of innovations. Organizational

Readiness in terms of adequate infrastructure and trained man power affects the utilization of

innovation – P4 “If the organization do not have the adequate infrastructure and trained man

power, it cannot use the innovation properly”. Organization should procure the necessary

infrastructure and conduct trainings to build the necessary skill set – P2 “Organization should

provide all support for the utilization like trainings etc to improve the skill sets”.

A clear cut idea on the usage intentions affects the utilization of innovation. An innovation

can be utilized properly if and only if the organization is crystal clear about where, how, by

whom and when the innovation is used in the organization – P1 “The organization should also

know how to use the innovation to the reap advantages from it” and P2 “The end user should

have a very clear picture about the applicability of the innovation”. Enlightening the end users

about the benefits of usage enhances the utilization of innovation in an organization.

4.7. VARIABLES AFFECTING FUTURE USAGE

Future usage of technologies is influenced by (1) Intention to use and (2) Purchase decisions.

Intention to use conveys when, where and how the technology will be used – “Intention to use

signifies where and how to use the innovation. It is important that the organization or the end

user know exactly where and how to use the innovation”. If the organization is not sure about

the usage intention, the adopted innovation is wasted. Sometimes the scenario changes, after

sales support and other industry trends affect the usage decisions. - P3 “Future use is

determined whether the usage of the innovation is still relevant for the requirement or not.

Whether the changing scenarios has made it irrelevant or whether the end user is not happy with

the after sales service or some other industry trends are forcing the organization to replace it”

From the statement of P2 “Repurchase of innovation is done when the existing technology

is best in the market and no advanced alternatives are available in the market. Substitution is

done when an advanced alternative is available in the market with superior features. New

purchase is done when the application in the plant itself becomes irrelevant according to

organizational objectives” the researcher infers that the purchasing decisions affects the future

usage decisions: Re-Purchase of an innovation is done if the end user is happy with the results

and there are no advanced alternatives available in the market, Substitution is done when there

is an advanced alternative available in the market, New purchase is done when the application

itself becomes irrelevant or when an innovation disrupts the market. Future usage is also

affected by the decision of the organization to continue with the same innovation - P4 “Future

usage is affected by the decision of the organization to continue with the same innovation or to

replace it with a new one, or to substitute it with an advanced one or to abandon it and go for

an altogether new innovation for a new application. All these things can happen in an

organization”

4.8. VARIABLES AFFECTING ATTITUDE

Perceived effort required to operate the innovation influences the attitude towards innovation.

Less effort and more comfort creates a favorable attitude towards innovation – P3 “Less effort

and more comfort”.

The perceived usefulness influences the attitude towards an innovation – P1 “Higher the

perceived usefulness – more favorable the attitude becomes”. If an innovation is very useful to

the end user – it creates a favorable attitude towards an innovation – P4 “It needs to bring in

more money – That is more important. We need numbers to justify the investment”. Usefulness

in terms of more revenue, comfortableness etc enhances the favorable attitude – P3 “the

technology should make the end users life comfortable inside the plant”.




Scientific credibility enhances the favorable attitude. In Oil and Gas – the companies cannot

afford failures as it will be very costly and risky – P1 “Technologies with proven field trial

results or proven technologies from other industries are preferred”

Nobody goes beyond a technology which the organization cannot afford or for which the

budget will not be allocated – P1 “Innovations whose price exceeds with available budgets are

discarded by the end users”. Affordability of the technology enhances the favorable attitude

towards innovation – P3 “Availability of budget creates a favorable attitude towards

innovation”.

ICV score is something unique to UAE Oil and Gas. It measures the value contributed to

the UAE economy by companies in UAE. ADNOC prefers to deal with companies with high

ICV score – P1 “Now a days ADNOC prefers to deal with vendors or manufacturers with high

ICV score”. The company with the highest ICV score is given a chance to meet the best tender

terms in terms of delivery, price etc.

UAE Oil and Gas prefers products or technologies from US/UK/Europe. There was a time

when – these oil and gas companies used to categorically specify in their tenders – “Asian

Products not acceptable”. The quality of US/UK/European products cannot be matched by

Asian Products – P4 “Oil and Gas companies in UAE are biased towards UK/USA/European

brands. They cannot be blamed. Whatever you say – other brands cannot compete with them in

terms of quality”

Local presence creates favorable attitude towards innovative technologies. In ADNOC – if

the innovator does not have a local office or another local partner, it cannot take part in many

tenders. Local presence for aftersales support enhances the favorable attitude – P3 “The local

presence is very much important so that the end user can apply for oil pass and visit the plants

in case of emergency. If the manufacturer does not have local presence, they need to find an

agent/distributor/partner”. The entry to Oil and Gas sites requires special passes issued by

government. Only persons with Abudhabi Visas or Missions visas are given special passes –

P2 “End users in ADNOC always prefers innovators with local presence in Abudhabi. It’s

because of two reasons. First they can easily mobilize personnel and Second – If they are not

on Abudhabi Visa Oil pass cannot be taken”

4.9. VARIABLES AFFECTING ORGANIZATIONAL INNOVATIVENESS

Absorptive capacity enhances the Organizational innovativeness – P1 “An organization has to

learn new things. Capacity to learn new things enhances the innovativeness”. Learning new

things encourages companies to experiment with new innovation – P4 “The ability to grasp new

things encourages changes in an organization”. The absorptive capacity helps organizations to

learn about new technologies and to have a favorable orientation to those technologies relevant

to organizations – P2 “The learning capacity of the organization affects the innovativeness of

the organization. There are so many technologies available in the market and the company has

to find the appropriate technology”

The relevant and timely information regarding innovations enhances organizational

innovativeness – P1 “Timely and relevant information regarding the innovation is very

important”. The information should be sufficient enough for organization to make a decision.

Information should help the organization to compare technologies – P3 “Information is very

relevant for organizational innovativeness. It should be not be more to confuse the organization.

Just sufficient enough to convince the advantages and how the organization can benefit out of

this. Sometimes a comparison with other competitions also will be good”



Purchasing patterns orient organizations along a certain line of purchasing or technologies – P3

“An organization should never ever be locked up in a certain pattern of purchasing – say from

certain vendors only or certain kind of technologies only”. Organizations should not get locked

to certain technologies or vendors. It should adopt whatever is beneficial to the organizations –

P4 “The organizations should not show any bias towards a particular line of technology.

Whatever is beneficial to the organization, it has to adopt the same”.

Facilitating conditions enhances the organizational innovativeness. Management support,

Competent work force, Organizational Priorities etc influences the willingness of organization

to experiment with innovative technologies – P2 “Without the proper infrastructure,

management supports etc – the organization neither will not pursue an innovation”

4.10. VARIABLES AFFECTING ORGANIZATIONAL CULTURE

Organizational climate and customs influences the organizational culture. Organizational

customs refer to the deep rooted accepted ways of executing a task or performing a behavior.

To change the organizational culture – the organization need to start it from customs, climate

or both. Changing the customs helps to gradually change the organizational culture – P4 “Some

of the accepted customs will have to be re-written to change the deep rooted culture of the

organization”. Customs are the accepted norms of behavior in an organization – P2 “accepted

norms of the organizations”.

Organizational climate reflects the feelings of employees about the working environment –

P2 “How an employee views his work place. Organizational climate motivates and directs the

behavior of employees ……… employee perceptions”. Changes in organizational climate

gradually alter the culture of an organization. If an organization wants to promote a culture of

innovation, it has to start from the work place – a climate of innovation has to be created – P4

“To have an organizational culture of innovativeness, “it has to come from the work place. The

employees should be motivated to create the difference”.

4.11. VARIABLES AFFECTING INTENTION TO USE

Decision Styles influences the Intention to Use. A bottom up decision style enhances the

participation of the end users. The commitment of the end users to utilize the innovation

enhances with bottom up decisions – P2 “If I get involved in decisions – I have a moral

obligation to see to it that it is used in the plant”.

A good aftersales support enhances the Intention to use. Aftersales support in clearing the

technical concerns and other services like calibration, warranty services etc enhances the

intention to use – P4 “Aftersales support should be there. During usage is something happens –

we want immediate solutions”.

Hype cycles also influence the Intention to use. Over expectations about a technology

enhances the intention of end users to use the innovation in their plants – P2 “The trends in the

industry affect the usage decisions. After all we are forced to utilize what we have. But we

would like to move with the industry trends”. End users or Oil and Gas companies pursue trends

in the organizations.

User Satisfaction and Trust derived from the earlier usage of innovations from the same

brand affects the usage intentions – P4 “Satisfaction which we got from the earlier usage of

technologies is an important factor”. An end user will be very reluctant to use a brand he does

not trust. An end user places more trust on an innovator who has a history of successful

innovations – P3 “History of the innovator success with innovation”.

Statutory and Industry compliances also enhance the Intention to use – P3 “Various

statutory compliances” and P4 “Legal compliances”. Customization to the exact requirements




and Compatibility with local conditions enhances the Intention to Use – P4 “Work

compatibility” and P3 “suitability to work place”.

Resistance to change also influences the usage intentions. Comfort level with the existing

systems and lack of self-confidence to learn new things affects the Intention to Use – P3 “Our

comfort level with the existing systems”

4.12. VARIABLES AFFECTING SUBSTITUTION/RE-PURCHASE/NEW

PURCHASE DECISIONS

Technological advances in the industry create intergenerational competitions or disruptive

alternatives. Technological advances encourage organizations to look forward to advanced

innovative technologies which function better than the existing ones. Technological advances

come from within the industry or from other industries – P4 “Technological advances affect the

purchase decisions. If you do not replace your obsolete your technology with the new one – it

creates lot of problems – like inefficiencies etc. Sometimes alternatives to exiting technologies

come from other industries. Technological advances also create advances version of the same

technologies in very short time” – The time gap between introduction of two generations of

technologies is very small. This small gap causes inter-generational competitions – P1 “For

some companies – the time duration between two generations of technologies is very short and

these generations competes for the market”. In some cases, due to technological advances, the

existing procedure/practice itself becomes irrelevant or outdated – P2 “sometimes due to

technological advances, the existing method itself become irrelevant/obsolete and new method

or procedures or practices develops”

Sometimes due to Re-Invention, the product gets adopted. Re-Invention may come either

from the manufacturer or from the end user. End user finds a different usage for the same

innovation in the plant. Or the manufacturer modifies the product for some different

applications – P1 “Sometimes the innovator reinvents the product itself with new applications”

and P2 “Re- Invention happens when new product features are added to new usages of the

products”.

There is no resale value for obsolete technologies in Oil and Gas. So Re-Sale Value never

contributes to purchase decisions – P4 “Higher resale price is not applicable in Oil and Gas.

What we need is exchange scheme with the new technologies”. But Trade up and Buy back

schemes for a certain percentage of original cost or at a predetermined price encourages

organizations to exchange the technology for an upgraded or advanced version – P1 “You will

not get any value for resale of the technology and the licensing procedures are complicated. It’s

the trade up option which is relevant for us”.

Sometimes organizations get addicted to brands –P1 “We are used to a particular brand and

we do not want to change it. Yes brand loyalty affects the decisions”. Brand loyalty prevents

the organizations from adopting innovation from Non Loyal Brands. This limits the options for

innovative technologies – P4 “Using a brand for a particular application for a long time makes

us hesitant even to think of any other brand. We prefer to have an innovation from the same

brand for the same application”

4.13. VARIABLES AFFECTING HYPE CYCLES

Both Industry Trends and Optimism affects Hype Cycles – Supported by P1 “Both Industry

trends and Optimism affects hype cycles”. Hype cycles give rise to overestimation of

technology benefits. Optimism regarding a technology results in over expectations from an

innovation but these expectations might be far from realities – P4 “Everybody thinks that – it

can bring in miracles to the plant but actually our expectations will be very far from realities”.

There are times when the whole industry is after a particular trend and this creates an



exaggeration of benefits – a hype regarding the technology - P4 “The whole industry will be

behind a particular technology. These happen partly due to the trends in oil and gas or in some

other industries.”

4.14. VARIABLES AFFECTING RESISTANCE TO CHANGE

Satisfaction with old practices, Uncertainty/Risk and Self Efficacy affects Resistance to change.

The confidence on the self-ability to utilize innovation creates reluctance on the part of end

users. The lack of confidence is due to their lack of self-belief to learn new technologies or

procedures – P1 “Some of these technologies are so complex to learn in this age. I have only 2

more years to retire and cannot study the new technologies” and P2 “More over another

question whether our guys have the skill set to use the new technology in the plant”

The risk is very high in oil and gas as each innovation decision might involve millions in

investment. There should be no margin for errors in oil and gas – P4 “Then there is lots of risk

involved in changing a system. Millions are involved and we are answerable if something

wrong”, P2 “Why should we take unnecessary risk? We are not sure about the results of the

new technology” and P3 “why should we unnecessarily take risk for something which we do

not know” – Oil and Gas has an innate tendency to reduce uncertainties.

Satisfaction with the existing technology or procedure is another variable affecting change

in organizations. P1 “Mostly the existing technology will be functioning very well and there

might not be an urgent need to change it” and P3 “Is there really a need to change when the

existing system is working smoothly for us” – The question which influences the innovation

adoption is – Is there an urgent need to change the existing technology giving good results in

the plant?

4.15. SOURCES OF INFORMATION

Social Media, Exhibition, Seminar, Workshop, Journals/Magazines, Partnerships, Product

Reviews

4.16. VARIABLES AFFECTING AFTERSALES SUPPORT

After Sales support consist of After Sales Service and Tech Support. After Sales Service

includes warranty, repairs, calibration, Spare parts stocking etc. From the statements of P1

“Mainly we need calibration, warranty repairs etc, P3 “If we give for warranty replacement –

they will return the instrument telling that if is due to wrong usage by the end user. We confront

this on a day to day basis in our field” and P4 “The services we want are warranty services,

calibration, spare parts, tech support etc” – the researcher infers that proper aftersales support

can create all the difference. Tech support consists of responding to the technical queries 24 x

7 - P1 “We need people in the company to give us help whenever we need it”. End users expect

24 x 7 Tech support through online or through emails or through call centers/telephone – P2

“We need them to help us with online trouble shooting or they should help us through phones,

emails etc. A local presence in Abudhabi is very much preferred”. Non response for Technical

queries irritates end users – P3 “Many times if we call them – the phone will be switched off,

they won’t respond to emails etc”

4.17. VARIABLES AFFECTING PURCHASING PATTERNS

Familiarity affects the purchasing decisions in the organizations. End users always tend to look

at technologies from familiar vendors or for a particular technology along a familiar line – P2

“At times, we prefer to buy innovations from some reputed vendors only or a particular vendor.

It narrows down on our options. We need to keep a broad approach. Sometimes we get solution

not from big names but from small companies”. Going ahead only with familiar vendors or




along familiar lines reduces the options. P3 “There will be always a set of vendors with whom

the organizations will be comfortable with and every time the need arises they turn to them” –

An organization should not always depend on familiar set of vendors. They need to turn to other

new vendors as well for increasing their options.

History and Frequency of purchases create a bias towards certain technologies or vendors.

There are instances of an organization getting locked along certain lines of purchases for similar

requirements – P1 “History and frequency of purchases along with our familiarity orients us to

a particular class or classes of technology. It creates a kind of bias. So we should not fall to this

trap”. This view is further supported by the statement from P4 “Many organizations only listen

to big names from whom they have purchased in the past. Familiarity factors also add to it.

They stick on to those old purchase patterns” – At times the organizations get the best

innovations from small companies.

4.18. VARIABLES INFLUENCING EFFORTS

The perception of complexity enhances the effort to be put in by the end user. The feeling of

complexity creates a mental block in the minds of end users. In fact it enhances the perceived

effort to be put in in the minds of end users – P3 “Complexity is a relative term. It depends on

how the organization and the innovator present the innovation to the end user. Complexity of

the technology enhances the barrier of efforts to be put in”. Ease of use and Ease to learn also

impact the total efforts to be put in by the end user – P2 “In fact, it all starts from learning how

to how use, then the ease of use, then the difficulty involved in implementation and

maintenance. So it should be – Ease of learn, usage, implementation and maintenance. All these

are to be considered’. The researcher combines ease of implementation and maintenance to ease

of usage.

4.19. VARIABLES AFFECTING USER SATISFACTION AND TRUST

User Experiences contributes to the Satisfaction and Trust. In fact, user satisfaction can be

divided in to two (1) Previous experiences with the vendor (2) Current experiences. The

previous experiences would have already created a trust based on the experiences or satisfaction

derived from the usage of innovation. This trust creates a favorable initial environment for

building further satisfaction and trust – P3 “Previous experience with the same vendor builds a

trust or skepticism in the minds of end users” and P4 “Our old experiences with the companies

affect our decisions in the future to use their products or technologies”. Experience during usage

also affects the satisfaction and trust – P1 “experience during usage affects the user

satisfaction”. Failure to give consistent performance and results – lead to dissatisfaction and

mistrust.

The delivery commitments should be met. Production should be finished in/on time. Not

complying with the delivery commitments leads to mistrust and dissatisfaction – P1 “whether

the promised delivery data is met”.

The innovation should match the expectations of the end users. Mismatch leads to

dissatisfaction and abandonment – P1 “The results of actual usage – expected and actual”

4.20. VARIABLES AFFECTING ABSORPTIVE CAPACITY

Market structure and competition decides the incentives for companies to innovate in an

industry. If there is no competition in oil and gas market then there is no incentive to innovate.

But the situation is different now. Oil and Gas will face competition from other sources of

energy – P1 “There is no market completion in Oil and Gas but in the future Oil and Gas will

definitely compete with other forms of energy” and P4 “No competition what so ever in the



domestic market but we might experience competition in another 5-10 years from alternative

renewable energy sources”.

A strong R&D helps to develop innovations in house and to get updated about the latest

technology trends. R&D helps to assess the practical feasibility of innovation in the plant – P1

“So it is important for oil and gas to know about all new technologies that can make the

production cost effective. A strong R&D helps the organization to learn new things”, P2 “R&D

helps to know about the latest in the market and it also studies in detail how the processes inside

the plant can be improved. It is the most important variable”, P4 “A strong R&D helps to keep

in line with the Industry developments”. A strong R&D enhances the absorptive capacity of an

organization.

CEO and Employee Innovativeness enhances the learning capacity of an organization – P3

“An organization should be always ready for change and without a strong R&D and CEO and

Employee innovativeness – it won’t succeed”. Without CEO and Employee Innovativeness –

Organization cannot embrace change. The curiosity of CEO and Employees to learn new things

is called Innovativeness. So Curiosity is merged with Innovativeness – P1 “Learning capacity

is affected by curiosity and eagerness of employees to learn new things”. A CEO can really

change the way an organization operates – It can really enhance the learning capacity of

organizations – Very evident from the statement of P2 “Obviously, the people in the top should

have a favorable attitude towards innovation without which it is extremely difficult to convince.

The same thing happened in ADNOC. The new CEO is a visionary. He came and streamlined

all operations of ADNOC and with his initiatives; ADNOC has plans to open many R&D

centers” – The new CEO of ADNOC brought in innovative ideas and they have streamlined the

processes and procedures completely.

Only an Open organization can survive in this highly competitive market. An organization

should be open to everything – Good or Bad Feedback from the market, changing trends,

competition, innovations, developments in other markets etc. Only an open organization can

understand the pulse of the market – P3 “An open organization can feel the pulse of the market

and change quickly. A closed organization will die in course of time”. A closed organization

cannot change. Only an open organization can become innovative – P2 “An “Open

organization” can only become innovative. Organizational openness helps for organizational

changes in size, structure, power, technology, markets etc…It helps for a Total change”.

Organizational openness should start in house – An organization should always listen to

suggestions from employees – P1 “An organization should be open to everything. It should

trust its employees and welcome feedback from them. This helps to identify the innovation

opportunities in the organization. Organization should be open to criticisms, developments in

other industries etc.”

4.21. VARIABLES AFFECTING AFFORDABILITY

Price, Switching cost and Budget allocation influences the affordability of innovations. (Price

of Innovation + switching cost) should be less than the budget allocated. Price and Switching

cost must be lower than the budget allocated. At times what happens is that the budgetary

quotation will be given long time back and the time delay in releasing the RFQ might have

resulted in escalation of prices – P3 “Nowadays what is happening is – if we want to buy

something innovative we send the justification along with budgetary quote for approval. Its

takes long time to get approval in most case – even some times many months”. The budget

allocated might be lower than that of the cost components and the process will have to be started

again – P3 “At times by the time, RFQ comes out the price might have increased. Again the

cycle has to be restarted or again it has to be next year”. While taking into account the cost

components – training cost, related components cost, cost of extended warranty etc are to be




considered – P4 “There are many things to be considered while going for a new technology.

Cost of training, related components cost, cost of extended warranty etc”

4.22. VARIABLES AFFECTING USEFULNESS

Cost savings and profitability are very closely associated concepts. So the researcher combines

these two to form a single variable – Cost savings and profitability. Cost saving and profitability

enhances the usefulness of a technology. Cost saving and profitability can be both short term

and long term. Some of these technologies will not give short term results but will be giving

wonderful results in the long term – P3 “As far as an organization is concerned – the innovation

has to reduce cost and enhance profitability. It should bring in more efficiency to the system.

Any ways we have to wait for some time to get results. Need not be enticed by the short term

results always”. Any innovation which can enhance the profitability will be adopted – P4

“Innovation should be considered as an alternative to bring in more money for the organization

– a better way of doing things”.

As far as an end user is concerned, the innovation will be adopted if it enhances his job

performance. It should make his life comfortable in the field. He should be able to perform his

job to the satisfaction of his superiors. Best results in the minimum time – P3 “As far as an

employee is concerned, the innovation should help him to do his job in a better way. It should

get better results in the minimum time. Whatever enhances the job performance will be utilized

by him in the plant” Job Performance enhances his chances of getting promotion, Salary hikes

etc. – P4 “If it can enhance the productivity of the employee – it is better”

Nowadays the society in which the organizations operate is very environment conscious.

The innovation has to deliver some environmental benefits compared to the existing

technologies – P3 “Anything which furnishes oil and gas to enhance their Environmental

commitments are given a warm welcome”. The whole oil and gas is behind technologies that

can reduce adverse environmental impacts – P4 “Nowadays – all Oil and Gas companies are

very environmentally conscious. They are after green technologies – minimum adverse impact

to the environment”.

All activities in Oil and Gas have time budgets. Technologies which can give results or

which can help the employees to execute activities in minimum time are preferred – “Results

in minimum time”. So - time budgets affect the usefulness - The actual “Processing time” –

counts a lot in oil and gas.

Safety aspect is given top most priority in Oil and Gas. Technologies which enhance the

safety of the employees are preferred. All innovative products and processes should be 100%

safe – P2 “Safety is the primary concern of oil and gas. All Process/Products etc should be

100% safe. Companies see to it that safety procedures and standards are always adhered to”.

Security features of the innovative technologies are also closely scrutinized by Oil and Gas.

Many of the innovative technologies require internet connection for online trouble shooting,

Software updates, back up etc. Anything connected to internet is prone to cyber-attacks. The

confidentiality of the data/information is at stake. So innovative technologies with better

security features are given priority – P2 “Vendors nowadays promises 24x7 monitoring of

assets/operations etc.. But how can we ensure security when we integrate both these systems”

4.23. VARIABLES INFLUENCING FACILITATING CONDITIONS

Motivated and Skilled employees are an asset to the organization. Without the necessary skill

set the innovative technologies cannot be utilized – P2 “Organization without the necessary

skill sets cannot utilize an innovation properly. The employees have to be trained properly to

utilize it”. Motivated employees help an organization to find the relevant innovation

opportunities in an organization – “Competent employees are required to first identification and



implementation of innovation in the first. Not only that – only a competent employee can utilize

the innovation to the maximum in the plant”.

Support from innovator is very important for all stages of adoption – P4 “Somebody to

oversee these activities relating to innovation will be very beneficial to innovation”. Innovator

should guide them throughout the stages of adoption – P2 “Support and guidance from

innovator helps us in all aspects of innovation adoption”. In this study – the support till

installation and commissioning is included in the scope of “Innovator support”. The support

after commissioning is included in the scope of “Aftersales Support”.

Without necessary supporting infrastructure – the organizations should not even think of

adoption or they should have the confidence and capability to set up the necessary infrastructure

prior to the implementation of innovation – P2 “To adopt innovations like IOT, Big data etc in

the upstream, we need to have infrastructure as well to support the implementation”. Without

necessary infrastructure in place - the organization cannot implement and utilize innovation –

P1 “The technical infrastructure is very important. Without proper infrastructure, you cannot

even think of innovative technologies”

Leadership, Managerial skills and Support is an important facilitating variable. Without

managerial skills and support – there will be chaos in the organization – P3 “Without proper

leadership, the implementation will be total chaos”. Managerial skills are required to properly

manage and mobilize the resources for Innovation adoption. A visionary leadership is required

to steer the organization to its short term and long term goals. A strong leadership is required

to coordinate various activities related to the adoption of innovation – P1 “Leadership is very

much important to implement the strategies in an organization. Leadership in fact gives a

direction to the functioning of the organization. Management support and Managerial skills to

identity and implement the innovation in the plant”. Management support is required to

implement necessary changes in the organization in terms of infrastructure and competencies.

Sufficient budgets are required to achieve these changes in organizations. Moreover,

management support is required for the employees to pursue innovation opportunities further.

A Central office for innovation helps to bypass the irrelevant levels in organizations – for

getting approvals from the management for promising innovations. Other departments are pre-

occupied with their day to day operations and existence of a central innovation office helps to

coordinate all activities related to innovation - “A common platform to discuss about innovation

and implementation speeds us the implementation process. Not only that – it helps us to share

innovative ideas. Now what happens is that – meetings are conducted and various people from

ADNOC comes and presents the innovative practices and that’s it. It has to be followed up on

a long term basis and further discussions are required” – There are many activities these

innovation offices can perform. It can promote a common platform for discussions regarding

innovations – something like a website. It can also start a journal or magazine like “ADNOC

Technical Review” for getting innovative ideas from the market. It can also encourage

employees by announcing prices for promising innovation opportunities - “A Technical Journal

from ADNOC – ADNOC Innovative Technologies Review helps a lot to promote innovation

in the companies. Prices like Dhs 40,000/- or Dhs 50,000/- motivates employees to keep eyes

and ears open. Sometimes a website like ADNOC Innovations might help”. It can also dispel

fear from the minds of employees to experiment with innovation by setting up a fund – that can

be called “Let’s Fail” – “A centralized office to coordinate innovation activities definitely

enhances adoption. It should have the power to bypass and pass on the information about the

promising innovations to the management of the company. A fund like “Let’s Fail’ fund

encourages engineers to experiment without fear of failure”




General Market conditions significantly impact the innovation adoptions. There are

conflicting views regarding the adoption of innovation – when the oil and gas was fine till 2014

and after that.

Till 2014, companies sanctioned sufficient budgets for end user requests. Procuring

innovative technologies was not a big deal – P1 “General economic conditions play a crucial

role. When the conditions were bright till 2014, we had lot of budgets. But now when the oil

price has come down, our companies have reduced the budgets. Policies of the Government

also affect the innovation adoption. The companies should have a clear cut policy regarding

innovation and should have a clear cut strategy for implementation as well” – But post 2014,

when the oil prices came down, Oil and Gas companies started scrimping on the budgets.

General procurement itself became a herculean task requiring many justifications on

investments. But the view proposed by the majority P4 “When the economic conditions were

fine we were busy making money and nobody really listened to innovators” and P3 “When

things were perfectly fine, nobody cared about these innovations. But now things are changing

and so is the positive attitude towards innovation” contradicts the view of P1. From the

statements of P3 and P1 the researcher infers that post 2014 has become a very favorable time

for innovations. When the scenario was rosy – with oil and gas companies making enormous

profits, nobody cared about innovations. When the scenario began changing – everybody started

looking forward to cost savings and profitability. The researcher also endorses this view but the

view will be open for further validations in the subsequent analysis.

Organizational priorities and Strategies also facilitate innovations in an organization. P2

“Organization priorities change the relevance of innovations. As the objectives changes

priorities also changes” - Organizational priorities change the relevance of innovations to the

organizations. Priorities changes according to the changes in Micro and Macro variables

affecting business. P1 “Organizational priorities channelize the funds in different directions.

Priorities keep on changing” - Funds are channelized on the basis of priorities assigned to

different opportunities by the organization. Organization gives due weightage to those

innovations which enhances the profitability of operations and helps organization to achieve

long term and short term objectives - P3 “Now we are looking for efficiency and cost reduction.

Anything that saves cost and bring in more efficiency has becomes a priority now” and P4 “Of

course the organizational priorities facilitate adoption. Departmental or Organizational

objectives determine Organizational priorities. Organizations gives due weightage to those

activities which contributes to the achievement of objectives”

4.24. VARIABLES INFLUENCING SCIENTIFIC CREDIBILITY

Field trials enhance the scientific credibility. Oil and Gas cannot afford failures in the plant. So

the technologies have to be tested prior to the implementation in the plant. Good results and

performances are always expected from innovative technologies – P1 “The best way to enhance

the scientific credibility of equipment is to loan a prototype to field for actual usage. If the

results prove satisfactory – then it is acceptable. Otherwise we will not take it”. Testing a

prototype in the plant enhances the scientific credibility – “In oil and gas – the processes are

very critical. So we do not unnecessarily take any risks. We need the product to work well in

the plant. We need good results and good performance from the instrument”

Vendor Reputation influences the scientific credibility. End users always trust an innovator

with a record of successful innovations. – P1” The reputation of the vendor also plays a crucial

role. Vendor should have a history of creating successful innovation”. End users do not expect

reputed brands with useless products.

Product features incite an interest towards the innovation - P4 “Product features makes

interest in the minds of end users”. End users expect technologies to have some minimum



features. Without these minimum features, the technologies will not be accepted in the

organization – P4 “Product features makes interest in the minds of end users but what really

counts is the performance of the instrument in the field”.

4.25. VARIABLES INFLUENCING COMPLIANCE

Compliance with standards is very much mandatory in oil and gas. In most of the scenarios,

what happens is that there might not be any standards for innovative technologies and

organizations will have to create standards for operating these technologies. In case of existing

standards, the innovative technologies have to comply with the region specific standards – P1

“The innovative product has to comply with the industry standards. There are certain rules as

well to which all technologies/products have to comply. Otherwise we cannot use it in the

field”. Innovations have to comply with the statutory regulations as well - “It has to comply

with standards like ASTM/ISO/IEC etc not only in UAE but throughout the world. It should

not be against the established laws of the land as well. For example – Inside the plant we are

not supposed to use any instrument with camera. Recently a manufacturer introduced a multi-

meter with a camera as an innovative product. What is the use of that instrument when we

cannot use it? It’s a classic example of making a product without the hard realities” – If using

an instruments with a camera fitted on it is against the rules, how can an organization adopt it

– even if it is capable of delivering the best results.

There are times when the group pressure and image enhancement pressures forces

companies to adopt innovations – P2 “Sometimes we are forced to use it because somebody

else in ADNOC is also using it and it is not proper for us to distance away from the same

technologies”. The Technologies are adopted just because of the fact that somebody else in the

group has adopted it. So the reputation is at stake in the group as well as in the industry – “We

also want to project an impression of keeping up with the industry. We adopt just main the

reputation as well”

4.26. VARIABLES INFLUENCING CUSTOMIZATION AND

COMPATABILITY

Fit to work settings and Local adaptability are the two variables affecting the customization and

compatibility requirements. An innovation should meet the specific applications at work – P1

“In fact the innovation should be Application Specific. The companies try to impress us with

lots of unwanted applications and they inflate the prices. What we need is something which

suits our application”, P4 “providing solutions to our problem”, P3 “clear cut idea about our

applications and where we will be using it” and it should adapt to the field conditions or existing

systems – P2 “The new technologies on most occasions will not be suitable for our existing

environment”, P4 “Some of the technologies are not implemented just because it does not fit

our systems”, P3 “It has to be matching with the existing systems in the plant. Changing the

process or infrastructure will be too costly for us”. Sometimes the technologies are not adopted

because of their lack of adaptability to plant conditions. Customizing the existing system to the

innovation can be a very costly, time consuming and risky affair.

4.27. VARIABLES INFLUENCING CUSTOMS

Norms are beliefs or values or something which are accepted or considered as acceptable by

the organization. Norms guides the context specific behaviors in an organization. Norms

influences the customs in an organization - P1 “Practices which are accepted become the

customs in the organization. “Many a time these are not written in any manuals”. Routines are

(as remarked by P4) “repeated patterns of behavior”. Routines are (as remarked by P3)

“procedures and practices that gets repeated over time”. Customs are routines that are accepted




and deep rooted in the organization for long time – P2 “Routines accepted and deep rooted in

the organization for years become customs”. Outdated customs are to be changed. Otherwise it

blocks the smooth adoption and implementation of innovations within an organization. But

customs are deep rooted and not recorded in official documents – P1 “Many a times these are

not written in any manuals”. So to change customs – either we have to change (1) Routines or

(2) Norms or both – P3 “Any they become something like the customs of the organization.

Once deep rooted it is difficult to change. Only alternative is either to change the routine or to

“make it unacceptable any more in the organization. Either you modify the

process/procedures/practices or you replace it. Either you tell about the benefits of the

new/modified practice or tell them about the disadvantage of the existing practices and how it

is no longer fit in the current context” – To change the customs, either the organization has to

modify the acceptance levels of the customs or to modify the existing processes or by replacing

it by new ones by convincing the appropriateness of the new/modified processes in the current

organizational context. This is supported by P4 “Only way to change customs is to change the

“routines – repeated patterns of behavior and people favorable attitude to those routines.

Customs not “befitting the Current Organizational contexts have to be changed”

4.28. VARIABLES INFLUENCING ORGANIZATIONAL CLIMATE

Organizational climate refers to the Views of employees about the work place –whether it is

encouraging or not. Properly defined Job Roles and Tenure contributes to a favorable climate

for creativity. These two are closely associated concepts, so merged together for analysis. A

feeling of security/stability and proper guidance from the superiors as to what is to be done –

creates a good feeling – P3 “In our plant, we are happy if we are properly guided by superiors

as to what is expected out of me. Stability of Job creates a feeling of “Security” –otherwise we

feel – why should we do this entire thing – Tomorrow we will have to go back”. The statements

of P1 “We should be told what exactly to be done” and P2 “our roles are very clear” support

the fact that Job Roles and Tenure contributes to Organizational climate. Lack of proper job

description creates confusion in the minds of employees. To execute tasks, to ensure that your

subordinates obeys you – proper authority is needed – P2 “Authority to execute in an

organization is also very important. If you have some innovative ideas or if you want to change

the procedures – which come under your job – you need power to do it. Lack of authority leads

to frustrations – a state of helplessness”. Lack of authority to execute job creates frustrations in

the minds of employees. Rewards and Relationships are closely related concepts. So the

researcher merges these two into one variable – “Work environment – Rewards and

Relationships”. Good work should be rewarded. The relationships in the work place should be

cordial and healthy. Employees should cooperate and help each other – P4 “We want a very

happy and comfortable environment to work. Otherwise we won’t feel like working at all.

Cooperation from colleagues and superiors makes us comfortable” and P3 “if there are

colleagues to help me overcome the difficulties and appreciated for good work”.

Encouragements in the work place can create wonders – P1 “We need encouragement in the

organization. Good work should be rewarded” – A Proper reward system encourages employees

to perform to the best of their abilities.

4.29. VARIABLES INFLUENCING DECISION STYLES

Organizational Size and structure affects the decision making in oil and gas. Organizations in

oil and gas are bound to be big but at the same time the levels in the organizations involved in

decision making based on the importance can be reduced. P1, P2 and P3 – all the participants

support this point of view. P3 remarks “We cannot reduce the size and beaurcratic levels of an

organization. Oil and Gas industry is complex and we need different departments to deal with

it in an organization. Efforts have to be made to include on relevant personnel in decision



making. Or if it is an innovative technology – there can be a channel to bypass the levels and

present it directly to management” – The speed of decisions can be increased by involving only

the relevant levels or another suggestion is to provide a channel to bypass the irrelevant levels

to present the innovation to the decision making authorities. As remarked by P2 – “The higher

number of levels delays the communication in oil and gas companies”. The decision making is

delayed by irrelevant levels who cannot comprehend the importance of innovation. P1 also

supports the view that the levels involved in the organization have to be reduced – “It has to be

big but at the same time it can reduce the levels involved in decision making”.

End user involvement in decision making enhances the effectiveness of decisions. The

involvement of end users helps to understand the hard realities of the plant/work place. P1

“Only end users know the actual situation of the field”. The involvement of end users in decision

making speeds up the implementation process – P2 “End user involvement in the decisions

regarding the innovation speeds up the implementation” because end user’s involvement

inculcates a sense of responsibility to successfully implement the decisions (for which he was

also a part of) – P3 “End user involvement brings in a sense of “Ownership” during the

implementation stage”.

Communication channels play a significant role in the decisions as remarked by all four

participants. P2, P3 and P4 – conveys that the best channels of communications are Webex

meetings (P2) and Presentations (P3, P4). P1 states that “Oral presentations inside the company

and keeping the presentation in the network are the best form of communication. It is always

better to have presentations – which gives everybody to give feedback. Emails are also good

for someone but most of the people will not take matters which are not directly connected to

his job seriously” – Presentations within the companies are the best communication channels.

Emails are good for mass communication but there is a tendency in the organization to discard

emails of general nature – not specific to job. The communication channels should be able to

deliver the messages without any distortions. It should also be able to connect with the receiver

– capable of eliciting feedback especially for a complex activity like innovation adoption.

There are contradictory views regarding the relevance of age in decision making. P1 “Age

is not a factor. At times even old people use to give very good suggestions”, P3 “Young people

comes with innovative ideas”. P1 contradicts P3 stating that age is not a factor as even old

people come up with innovative ideas. But it is a generally accepted fact that the minds of young

people will be fresh and chances for them to come up with innovative ideas are high. Even

though P1 and P3 contradict each other – The researcher keeps “Age” as a variable for further

analysis.




5. OPEN CODING



Figure 1 Open Coding

6. AXIAL AND SELECTIVE CODING

Figure 2 Axial and Selective Coding

7. CONCLUSION

The Researcher has completed the Third Stage of Frame Work Analysis. The Third Stage of

Frame Work Analysis resulted in the drafting of afore-mentioned frame work (Figure: 2). The

points to be noted are (1) “Resistance to Change” and associated variables, “Compliances” and

associated variables, “Purchasing Patterns” and associated variables, “Affordability” and

associated variables, “Efforts” and associated variables, “Trade up or Buy back”, “Brand

Loyalty”, “Innovator Support” and “Central Innovation Office” re-appeared in the data

analysis. (2) “Country of Origin”, “ICV Score” and “Local Presence” are the newly emerged

variables.




REFERENCES

[1] Nechully, S. and Pokhriyal, S. K., 2019. Choosing Grounded Theory and Frame Work

Analysis as the Appropriate Qualitative Methods for Research. Journal of Management,

6(1), pp. 130 - 145.

[2] Wright, S., 2018. Analyzing large survey data using automated insights. [online] Available

at:< https://www.qsrinternational.com/nvivo/enabling-research/research-powered-by-

nvivo/analysing-large-survey-data-using-automated-insigh> [Accessed 25 February 2019]

https://www.qsrinternational.com/nvivo/enabling-research/research-powered-by-nvivo/analysing-large-survey-data-using-automated-insigh

https://www.qsrinternational.com/nvivo/enabling-research/research-powered-by-nvivo/analysing-large-survey-data-using-automated-insigh

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