Implementing a Wide-Area Network at a Naval Air Station: A Stakeholder Analysis

Implementing a Wide-Area Network at a Naval Air Station: A Stakeholder Analysis

Susan Page Hocevar (Naval Postgraduate School, USA), Barry A. Frew (Naval Postgraduate School, USA) and LCDR Virginia Callaghan Bayer (United States Navy, USA)
Copyright: © 1997 |Pages: 11
DOI: 10.4018/978-1-87828-937-7.ch007

Abstract

The Naval Air Systems Team is an organization wishing to capitalize on the benefits derived from connecting geographic stakeholders using wide–area network technologies. The introduction of common email, file transfer, and directory services among these organizations is envisioned as a significant enabler to improve the quality of their aggregate product. At the same time this organization has decided to transform itself from a traditional functionally hierarchic organization to a competency based organization. The new model introduces a modified matrix organization consisting of integrated program teams at twenty–two geographically separate sites in the United States. This case study illustrates the use of a non–traditional approach to determine the requirements for the Naval Air Systems Team Wide–Area Network (NAVWAN). It is considered to be non– traditional because the case data enable the use of Stakeholder Analysis and SWOT (strengths, weaknesses, opportunities, threats) assessments to determine the requirements instead of asking functional proponents about function and data requirements. This is an action planning case. The case objective is to apply these methodologies and an understanding of organizational change to developing an action plan recommendation for implementation of a wide–area network. Susan Page Hocevar is currently an Assistant Professor in the Department of Systems Management at the Naval Postgraduate School in Monterey, CA. , where she teaches courses in organization and management to military officers earning a graduate degree. Her research and publications are in the areas of organization change, high involvement organizations, organizational reward systems, self–managed teams, organizational culture, quality of work life, and corporate social responsibility.

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