The contributions to this research from PD2 members produced a large amount of data, which, when analysed, suggested there are no identifiable subcultural groups within this operating unit. While the participants acknowledged they were part of the PD, and ZAOC Norge, no data revealed that a common unifying characteristic or issue exists from which a subcultural group could emerge, nor to suggest they are members of any of the subcultural groups revealed in this research. However, from their contributions, it is possible to describe a number of factors that may contribute to the lack of subculture development in this context.
4.6.1 The nature of PD2.
PD2 is involved in the planning and delivery of large, multi-million and frequently multi-billion, NOK assets. In order to build (or decommission) these assets, PD staff become part of a multi-disciplinary team comprised of a lead contractor, many subcontractors, consultants and project administration staff. While the team might have tens or hundreds of members, it will only include a handful of PD staff to look after the organisation‟s procurement interests for the duration of the project, and coordinate
procurement activities between the main contractor, subcontractors, and consultants. As a result, PD2 members‟ tasks are perceived as substantially different from those performed by other members of the PD and thus require a different type of procurement professional to fulfill the roles.
Additionally, PD2 members are located at the lead contractor‟s site for the duration of the project (this may be in Norway, but is frequently overseas). This restricts interaction with ZAOC Norge but facilitates high levels of face-to-face interaction with
main contractors, subcontractors and consultants assigned to the team. This, in turn, affects the degree of affiliation that develops between the PD2 member and the organisation. P. 5 articulated it in this way:
“I think it is not the same bond to the company when you are with a project.
You go out there to your contractor and come back after 4 or 5 years. People up there [indicating the PD] are always sitting there, always meeting the same people, eating in the same canteen” (P. 5).
While the data did not reveal a discernable subcultural group among the members of PD2, or that they were part of any of the other subcultural groups revealed in this research, they do not exist within an organisational culture vacuum. An insightful approach to understanding the culture dynamics that emerge among PD2 members is captured in the following observation from an informant:
"Well, it's like we start a new project and we are making an organisation for this specific task, and I want to be part of that organisation. Not this one (ZAOC Norge). We are a new team, working for 4 or 6 years together. We create our own culture” (P. 6).
This suggests that for each existing and each new project a new subcultural group emerges. Describing the precise mechanisms that facilitate the emergence of these subcultures is beyond the scope of this study; it was not possible to observe a new project team being assembled (as all new projects were on hold at the time of the study) nor was it possible to visit any of the already established project groups at their project locations. Thus, no observation or material manifestation data were collected, despite the researcher spending two separate periods at the portacabin where PD2 members
have guest offices. Without this data few meaningful remarks can be made to explain how these individual project subcultures may emerge. Further research would be needed to make informed observations in relation to the emergence and development of each of these groups.
4.7 Summary
Following the collection and analysis of data from interviews, observation and material manifestations, it is possible to discern four distinct and unique subcultural groups within the PD of ZAOC Norge. All can be distinguished in at least three ways: basis for emergence; membership, and physical manifestations. Each group has clearly defined membership boundaries, although some overlap is noted between that of the expatriate group and the strong affiliation group, and the strong affiliation group and the gender group.
Two subcultural groups appear to have emerged from shared personal characteristics, the well-developed gender group (SC4) where all the members are female, and the almost extinct expatriate group (SC2) where all the members are non- Norwegian. While on the verge of extinction, SC2 has left an indelible mark on other staff who have interacted with its members, suggesting it was sufficiently developed to wield considerable influence in the PD. Likewise, the gender group; it appears to be well developed and thus able to influence the day-to-day environment of the PD. The remaining two subcultural groups are issue-based. However, while one group has emerged from a perceived need to defend and mediate on behalf of its members (SC1), the data reveals that SC3 emerged from a need to defend and mediate on behalf of the organisation against its critics. As such, SC3 is a permanent and stable entity, whose
members are dedicated to both protecting and promoting the long-term success of ZAOC Norge. This contrasts with the nascent SC1 group, which is at an early stage in its lifecycle, and with somewhat underdeveloped cultural manifestations is lacking in influence outside its own membership boundaries.
The scope of this study restricted it to a single directorate within ZAOC Norge, yet the findings suggest there are noteworthy and powerful cultural influences at play within this relatively small part of the organisation. The results of this inductive approach, using a case study framework, offer an insight into the emergence and development of organisational subcultures, and describe the activities and manifestations within the PD, but did not examine their influence. The following chapter presents a discussion of the results, relating them to the reviewed literature and suggests avenues for further research.