Stakeholder salience influence on bureaucratic program enterprise value creation
Thesis (Ph. D.)--Massachusetts Institute of Technology, Engineering Systems Division, February 2011.
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| Format: | Thesis |
| Language: | eng |
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Massachusetts Institute of Technology
2013
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| Online Access: | http://hdl.handle.net/1721.1/81054 |
| _version_ | 1811091933542481920 |
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| author | Matty, Douglas Matthew |
| author2 | Deborah Nightingale. |
| author_facet | Deborah Nightingale. Matty, Douglas Matthew |
| author_sort | Matty, Douglas Matthew |
| collection | MIT |
| description | Thesis (Ph. D.)--Massachusetts Institute of Technology, Engineering Systems Division, February 2011. |
| first_indexed | 2024-09-23T15:10:15Z |
| format | Thesis |
| id | mit-1721.1/81054 |
| institution | Massachusetts Institute of Technology |
| language | eng |
| last_indexed | 2024-09-23T15:10:15Z |
| publishDate | 2013 |
| publisher | Massachusetts Institute of Technology |
| record_format | dspace |
| spelling | mit-1721.1/810542019-04-12T21:25:06Z Stakeholder salience influence on bureaucratic program enterprise value creation Matty, Douglas Matthew Deborah Nightingale. Massachusetts Institute of Technology. Engineering Systems Division. Massachusetts Institute of Technology. Engineering Systems Division. Engineering Systems Division. Thesis (Ph. D.)--Massachusetts Institute of Technology, Engineering Systems Division, February 2011. "September 2010." Cataloged from PDF version of thesis. Includes bibliographical references. In 2009, the Government Accountability Office reported that two-thirds of major weapon systems acquisition programs were required to report budget overruns and were almost two years behind schedule for delivery of capability to the warfighters. The Secretary of Defense and the President of the United States asked the same question: "How do we fix DOD acquisition?" The Acquisition system has been studied nearly continuously for more than forty years. Applying traditional system engineering methods have not improved performance, but developed a highly-complex bureaucracy that is viewed as inflexible, unscalable, unreliable, and (recently) unsustainable. With this seemingly intractable challenge, this work uses the synergy of integrating approaches based on engineering, management, and social sciences to develop a new framework to help understand the policy resistance of many previous unsuccessful initiatives. This research seeks to develop a dynamic enterprise engineering system framework using case study methodology to integrate three widely adopted but disparate frameworks by evaluating the influence relationships. Informed by the enterprise architecture, this new framework seeks to incorporate stakeholder salience and its dynamic influence on value creation as an endogenous factor in the context of the bureaucratic program enterprise of DOD acquisition. This work not only proposes an intermediate level theory but also provides insights for policy implications. by Douglas Matthew Matty. Ph.D. 2013-09-24T19:39:47Z 2013-09-24T19:39:47Z 2010 2011 Thesis http://hdl.handle.net/1721.1/81054 857791807 eng M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission. http://dspace.mit.edu/handle/1721.1/7582 [175] p. application/pdf Massachusetts Institute of Technology |
| spellingShingle | Engineering Systems Division. Matty, Douglas Matthew Stakeholder salience influence on bureaucratic program enterprise value creation |
| title | Stakeholder salience influence on bureaucratic program enterprise value creation |
| title_full | Stakeholder salience influence on bureaucratic program enterprise value creation |
| title_fullStr | Stakeholder salience influence on bureaucratic program enterprise value creation |
| title_full_unstemmed | Stakeholder salience influence on bureaucratic program enterprise value creation |
| title_short | Stakeholder salience influence on bureaucratic program enterprise value creation |
| title_sort | stakeholder salience influence on bureaucratic program enterprise value creation |
| topic | Engineering Systems Division. |
| url | http://hdl.handle.net/1721.1/81054 |
| work_keys_str_mv | AT mattydouglasmatthew stakeholdersalienceinfluenceonbureaucraticprogramenterprisevaluecreation |