A university in a period of disruption: identity as an explanatory interpretation of strategic decision-making

University of Bath DOCTOR OF BUSINESS (DBA) A university in a period of disruption identity as an explanatory interpretation of strategic decision-making Mazzoleni, Edilio Award date: 2016 Awarding institution: University of Bath Link to publication Alternative formats If you require this document in an alternative format, please contact: openaccess@bath.ac.uk Copyright of this thesis rests with the author Access is subject to the above licence, if given If no licence is specified above, original content in this thesis is licensed under the terms of the Creative Commons Attribution-NonCommercial 4.0 International (CC BY-NC-ND 4.0) Licence (https://creativecommons.org/licenses/by-nc-nd/4.0/) Any third-party copyright material present remains the property of its respective owner(s) and is licensed under its existing terms Take down policy If you consider content within Bath's Research Portal to be in breach of UK law, please contact: openaccess@bath.ac.uk with the details Your claim will be investigated and, where appropriate, the item will be removed from public view as soon as possible Download date: 24 thg 2022 A university in a period of disruption: identity as an explanatory interpretation of strategic decision-making Edilio Mazzoleni A thesis submitted for the degree of Doctor of Business Administration (Higher Education Management) University of Bath School of Management May 2016 COPYRIGHT Attention is drawn to the fact that copyright of this thesis rests with the author A copy of this thesis has been supplied on condition that anyone who consults it is understood to recognize that its copyright rest with the author and that they must not copy it or use material from it except as permitted by law or with the consent of the author The thesis may be made available for consultation within the University Library and may be photocopied or lent to other libraries for the purposes of consultation with effect from ………………… (date) (School of Management) Table of contents Index of figures and tables Acknowledgments Abstract 11 Chapter one – Introduction 12 Chapter Two – Research context, institutional identity and historical background 17 2.1 The origin of UCSC and its identity through history 19 2.2 The higher education system in Italy 28 2.3 The nature of the non-state higher education in Italy 33 2.4 The retrenchment phase at UCSC 40 Chapter Three – Literature review 46 3.1 Organizational theories in higher education 46 3.2 Organizational Identity Theory 50 3.3 Funding higher education in a competitive environment 59 3.4 Strategic management 86 3.5 Leadership 110 3.6 Contributions to the study 120 Chapter Four – Research design and methodology 123 4.1 Research questions 123 4.2 Research strategy and design 123 4.3 Pilot case-study 128 4.4 Data collection 131 4.5 Coding 135 4.6 Analyzing data for the pilot case-study 136 4.7 Data analysis 138 4.8 The emerging pattern 139 4.9 Constructing the account 140 4.10 Documentary analysis 144 4.11 Limitations of the research design 145 4.12 Process of triangulation 147 4.13 Role of insider and researcher 148 4.14 Ethical issues 149 Chapter Five – Research findings (1) 151 5.1 Identity attributes: central, enduring and distinctive (Finding #1) 153 5.2 Characterization of UCSC identity: normative dual and utilitarian 167 (Finding #2) 5.3 Characterization of identity by primary functions: research, 175 teaching and services (Finding #3) 5.4 Accountability (Finding #4) 184 Chapter Six – Research findings (2) 189 6.1 Identity and strategic management (Finding #5) 189 6.2 Leadership and governance (Finding #6) 202 6.3 Funding and UCSC’s autonomy (Finding #7) 207 6.4 Conclusion of findings 212 Chapter – Conclusions 215 7.1 Final considerations 225 7.2 Implications for managerial practice 228 7.3 Implications for policy makers 229 7.4 Contributions 230 7.5 Limitations and further studies 233 7.6 My personal journey 237 7.7 Final thought 241 Reference list 242 Annexes 265 Annex E-mail invitation to potential respondents providing 265 information about research objectives Annex Interview questions 267 Annex Informed consent document 270 Annex Consent from the UCSC General Manager 272 Index of figures and tables Chapter one – Introduction Figure 1.1 - The contribution of this research to the existing studies 15 Chapter Two – Research context, institutional identity and historical background Figure 2.1- Student enrollment in the Italian HE system 34 Table 2.2 – Student enrollment in Italian non-state universities 35 Table 2.3 – Tenured staff at Italian non-state universities 35 Figure 2.4 - Public funding allocation to non-state universities 39 Figure 2.5 - UCSC research grants 41 Figure 2.6 - UCSC funding source distribution 41 Figure 2.7 - UCSC 1st year student enrollment 43 Figure 2.8 - UCSC total student enrollment 43 Chapter Three – Literature review Figure 3.1 - Five hypothetical paths of identity change during the 52 organizational life cycle Figure 3.2 - Expenditure on HE institutions as a percentage of GDP 63 (2011) from public and private sources Figure 3.3 - Impact of the economic crisis on public expenditure on 65 education Figure 3.4 - Index of change in public expenditure on educational 65 institutions Figure 3.5 - Index of change in Gross Domestic Product (GDP) 65 Figure 3.6 - Expenditure on educational institutions for core services, 67 R&D and ancillary services as a percentage of GDP, at the tertiary level of education (2011) Table 3.7 - R&D investments per university 68 Figure 3.8 - Variations on total university spending (1995-2007) 69 Table 3.9 - Public funding to universities, UK and Italy 69 Figure 3.10 - Cumulative expenditure per student by educational 70 institutions over the average duration of tertiary studies (2011) Figure 3.11 - Classification of funding mechanisms for HE institutions 73 Table 3.12 - Universities in the top 100 and 200 international rankings 76 (by countries) Table 3.13 - Trends in expenditure on educational institutions as a 76 percentage of GDP, by level of education (2011) including all sources (public and private) Table 3.14 - Comparison between cost per student per year 77 Figure 3.15 - Annual expenditure per student by educational 80 institutions Table 3.16 - Characteristics of governance in EU institutions 82 Figure 3.17 - Expenditure on educational institutions for core services, 83 R&D and ancillary services as a percentage of GDP, at the tertiary level of education (2011) Figure 3.18 - Correlation between funding and autonomy 84 211 Figure 3.19 - Modified Diagnostic Matrix (Albert and Whetten 1985) 90 integrated with strategic management views Figure 3.20 - Modified Diagnostic Matrix (Albert and Whetten, 1985) 92 with Dual/Mixed Strategic Management views Figure 3.21 - Modified Diagnostic Matrix (Albert and Whetten, 1985) 96 integrated with dual/mixed strategic management views and strategic management approaches Figure 3.22 - Whittington’s diagram on perspectives of strategic 97 management (1993, 3) Figure 3.23 - Whittington’s diagram on perspectives of strategic 99 management (modified) Figure 3.24 - Diagnostic diagram adapted from the Organizational Identity Theory (Albert and Whetten, 1985) integrated with the Whittington Matrix (1993) 101 142 220 Chapter Four – Research design and methodology Figure 4.1 - Sample distribution in three groups 129 Figure 4.2 - New sample distribution 130 Figure 4.3 - Diagnostic diagram 136 Figure 4.4 - Modified diagnostic diagram 137 Figure 4.5 - Example of a simplified diagnostic diagram for one 138 respondent Figure 4.6 - Example of a simplified diagnostic matrix for 139 respondents Figure 4.7 - Example of respondent’s perception on research placed 143 on the diagnostic diagram Chapter Five – Research findings (1) Table 5.1 - UCSC identity attributes 165 Figure 5.2 - Sample distribution of leaders’ organizational identity 168 perceptions Figure 5.3 - Characterization of UCSC Identity as perceived by leaders 170 Table 5.4 - UCSC identity perception by primary functions 176 Figure 5.5 - Characterization of UCSC identity by primary functions for 176 respondents L2, L6, L7, L9, and L10 Figure 5.6 - Characterization of UCSC identity by primary functions for 179 respondents L1, L4, L11, and L12 Figure 5.7 - Characterization of UCSC identity by primary functions for 180 respondents L3 and L5 Figure 5.8 - Characterization of UCSC identity by primary functions for 181 respondent L8 Table 5.9 - Respondents sorted by UCSC identity’s perception 183 (normative, dual − holographic and specialized ) reflected in University primary functions Table 5.10 - Accountability towards UCSC stakeholders 185 Chapter Six – Research findings (2) Figure 6.1 - Diagnostic diagram adapted from the Organizational 192 Identity Theory (Albert and Whetten, 1985) integrated with the Whittington Matrix (1993): normative identity Figure 6.2 - Diagnostic diagram adapted from the Organizational 195 Identity Theory (Albert and Whetten, 1985) integrated with the Whittington Matrix (1993): dual identity Table 6.3 - Data Display: summary of findings 212 Acknowledgments I not deny that undertaking the doctoral program was an arduous journey and that the final stage of thesis writing had many hurdles, with some moments of discouragement and some close call to give up due to feeling of being unable to cope with both my work responsibilities and my studies There are a number of people who have helped me along the way that I would like to acknowledge: The four international scholars who I dare to call friends and who, on that typical foggy and gloomy Milanese night in November 2012 in a restaurant, took me aside and persuaded – shall I say almost threatened – me to continue my studies Thank you Francisco, Stephen, Hans and John for your support Without that talk I might not be writing this acknowledgement right now The man who meant a lot for the development of my professional life and who coincidentally died on the same day of my submission date – May 12 – years ago When I asked him whether he believed I would be able to complete the DBA program, his answer was “is the Pope Catholic?”; I am glad that my answer to him back then could have been “yes” Thanks Tony The DBA Directors for their patience, understanding, direction and support Thank you Rajani, Jeroen and Robin My mom who I lied to about my study interest when I had to decide what to study between Business and Literature and which university to attend for my undergraduate studies I told her I wanted to study Humanities but in fact that was the only course that wasn’t available near my hometown If she were here, she would know by now that I was lying No, mom, I didn’t want to be a teacher of Italian literature My friends who stayed next to me for the whole duration of the program to the point of sacrificing their holidays to make study at my place in the mountains, St Antonio, comfortable and free of preoccupations about food, etc Thanks Domo, Smea, Andrea, Roberto, Daniele, Marco, Stefano, Giamba, Fulvio and Edo Adriano who lived next door in St Antonio and who for eight years came every evening while I was studying there to play cards with me to give me some break from an intensive day of study Thanks Adriano for your friendship and for the many C.33.44.55.54.78.65.5.43.22.2.4 22.Tai lieu Luan 66.55.77.99 van Luan an.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.22 Do an.Tai lieu Luan van Luan an Do an.Tai lieu Luan van Luan an Do an Porter, M (1980) Competitive Strategy: Techniques for Analyzing Industries and Competitors New York: Free Press Porter, M (1996) What is Strategy? 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Applied Social Research Methods Series Thousand Oaks, CA: Sage Stt.010.Mssv.BKD002ac.email.ninhd 77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77t@edu.gmail.com.vn.bkc19134.hmu.edu.vn.Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn.bkc19134.hmu.edu.vn 264 C.33.44.55.54.78.65.5.43.22.2.4 22.Tai lieu Luan 66.55.77.99 van Luan an.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.22 Do an.Tai lieu Luan van Luan an Do an.Tai lieu Luan van Luan an Do an Annex E-mail invitation to potential respondents providing information about research objectives From: Mazzoleni Edilio Date: sabato 16 maggio 2015 17:25 To: XXX Cc: Mazzoleni Edilio Subject: Appointment for interview 3-20 June Dear XXXX, As I recently mentioned to you, I would be very grateful if you would agree to me interviewing you as part of my doctoral research, which I am carrying out at the University of Bath in the UK The interview would take up about an hour and a quarter of your time, and it would be helpful if we could arrange a date between and 20 June The content of the interview would be used exclusively for my research and you would be referred to as Respondent 1/2/3, and your name would not appear anywhere Should the research be published at any point, I would return to you for further consent The title of my research is: "A university in a period of disruption: Identity as an explanatory interpretation of strategic decision-making" Abstract: My research interest is directly connected to the institution of higher education where I currently work My institution, a non-state university, is now facing a situation of crisis This crisis of the past three years, after many decades of growth and consistent availability of abundant resources, during which the majority of organizational decisions have been simply made on the basis of economic and financial rationales, has forced the university to make important strategic changes The specific issue under investigation is how individuals within an organization manage change during a period of crisis and how the notion of a shared organizational identity figures into this process The research poses two questions related to how managers perceive the identity of the institution, and how it shapes Stt.010.Mssv.BKD002ac.email.ninhd 77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77t@edu.gmail.com.vn.bkc19134.hmu.edu.vn.Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn.bkc19134.hmu.edu.vn 265 C.33.44.55.54.78.65.5.43.22.2.4 22.Tai lieu Luan 66.55.77.99 van Luan an.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.22 Do an.Tai lieu Luan van Luan an Do an.Tai lieu Luan van Luan an Do an their decisions It addresses these questions through the study of a single institution, using a sample of both academic and administrative managers In order to answer my research questions, I have identified through the literature review a theoretical framework of analysis within organizational theories that I have retained most appropriate, which is Organizational Identity Theory (Albert and Whetten 1985) I intend to modify Albert and Whetten’s diagram representing hypothetical paths of identity change within organizational life cycles (1985) to encompass my institution’s characteristics of organizational identity discovered through semi-structured-open-ended question interviews The data collected will then be further verified through documentary analysis We would discuss the following subject areas during the interview: -Perception of the identity of UCSC: characteristics which distinguish its identity, which are central to it and which last over time; -Challenges to the identity of UCSC (if any) in the current context of change (both internal and external); -Developments for the future (strategy) and opportunities and threats to the identity of the university Thank you for your interest and I look forward to hearing from you about the possibility of an interview Best wishes, Edi Stt.010.Mssv.BKD002ac.email.ninhd 77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77t@edu.gmail.com.vn.bkc19134.hmu.edu.vn.Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn.bkc19134.hmu.edu.vn 266 C.33.44.55.54.78.65.5.43.22.2.4 22.Tai lieu Luan 66.55.77.99 van Luan an.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.22 Do an.Tai lieu Luan van Luan an Do an.Tai lieu Luan van Luan an Do an Annex Interview questions Origins Why was the university set up? How has it evolved and can clear stages of development be detected? What is the mission of the university? Who are the key stakeholders? What role they play? Who has the university been accountable to over its history? How has this changed/evolved since it was founded? Institutional leadership and change How are leaders elected or appointed? Has the role of leadership changed over time? How you and others perceive the leadership? Funding What is the funding model? 10 How is financial autonomy ensured? 11 How are resources allocated? 12 What is the role of the stakeholders? Perception of the identity 13 How does the history/legacy of UCSC influence the current identity of the university? 14 How would you answer the question: “Who are we?” Centrality 15 What virtues/characteristics does the university articulate and express that seem to be of prime or central significance and importance to UCSC? 16 What issues are of prime and central importance to UCSC? 17 What values are of prime and central importance (and are expressed) at UCSC? (With reference to those that are considered irreversible) 18 Would you be able to describe the essential nature of UCSC? Distinctiveness 19 Do you think UCSC has an identity that makes it distinctive? 20 If so, what are your general thoughts about its identity? 21 Where is it observed? Stt.010.Mssv.BKD002ac.email.ninhd 77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77t@edu.gmail.com.vn.bkc19134.hmu.edu.vn.Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn.bkc19134.hmu.edu.vn 267 C.33.44.55.54.78.65.5.43.22.2.4 22.Tai lieu Luan 66.55.77.99 van Luan an.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.22 Do an.Tai lieu Luan van Luan an Do an.Tai lieu Luan van Luan an Do an 22 What makes UCSC different from other Catholic universities ? 23 Faculty: positions, roles, relationships Faculty-student: relationships, roles, curricula, connection etc Temporal continuity 24 What virtues/values have endured and stood the test of time at UCSC? 25 Faculty: positions, roles, relationships 26 What has changed in UCSC over time but has nevertheless retained its essence? 27 What has made UCSC the university it is today? How many identities 28 Would you associate the university’s identity more with an entrepreneurial or a non-profit organization? 29 On a scale from (non-profit) to 10 (enterprise), where would you position the following university components? a Education b Bachelor and graduate programs c Professional masters d Short-term programs Research 30 Research related to the identity of the university, e.g family, bioethics, social doctrine, international solidarity, life, etc 31 Research in the hard sciences such as medicine, physics, agriculture, etc 32 Research in the social sciences 33 Research for industries 34 Consultancies 35 Other areas of research Services 36 Services related to the academic offering such as the availability and quality of the lecture rooms, study rooms, teaching services, programs abroad, etc 37 Services related to extra-curricular activities such as service to the community 38 Services/facilities related to social activities, such as gyms, canteens, social programs, international programs, etc Challenges to identity 39 Over the last decade, how has the identity of the university been challenged? Stt.010.Mssv.BKD002ac.email.ninhd 77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77t@edu.gmail.com.vn.bkc19134.hmu.edu.vn.Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn.bkc19134.hmu.edu.vn 268 C.33.44.55.54.78.65.5.43.22.2.4 22.Tai lieu Luan 66.55.77.99 van Luan an.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.22 Do an.Tai lieu Luan van Luan an Do an.Tai lieu Luan van Luan an Do an 40 How has the sustainability of the university been challenged and what roles has identity played in the process? 41 How would the university be able to retain its identity in a changing world (e.g globalization)? 42 In 5-10 years, what will have remained the same? Strategic plan 43 What does the strategic plan seek to achieve? 44 How are the issues of growth, diversification, uniqueness and vulnerability faced? 45 Are there internal obstacles to the realization of the strategy? 46 What resources are in place to implement the plan successfully? 47 What instruments of authority can be used to reach objectives in the strategic plan? 48 How are issues of identity factored in? Are they made more salient? Are they amplified? 49 How was the UCSC community engaged in the strategic process? 50 Did the strategic process help, hinder, strengthen or reinforce UCSC identity? Can you give examples of how and why? 51 Does the strategic plan imply or entail a mission change? In what way? 52 To what degree was implementation of the strategic plan a UCSC community effort as opposed to an administrative mandate? 53 Has accountability changed over time? Who is the university accountable to? 54 How are income generating activities encouraged and sustained? Stt.010.Mssv.BKD002ac.email.ninhd 77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77t@edu.gmail.com.vn.bkc19134.hmu.edu.vn.Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn.bkc19134.hmu.edu.vn 269 C.33.44.55.54.78.65.5.43.22.2.4 22.Tai lieu Luan 66.55.77.99 van Luan an.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.22 Do an.Tai lieu Luan van Luan an Do an.Tai lieu Luan van Luan an Do an Annex Informed consent document Title: A university in a period of disruption: identity as an explanatory interpretation of strategic decision making University of Bath - Doctorate in Business Administration Approved by the University of Bath (School of Management) I agree to participate in a research project led by Mr Edilio Mazzoleni DBA student at the University of Bath, UK The purpose of this document is to specify the terms of my participation in the project through being interviewed I have been given sufficient information about this research project The purpose of my participation as an interviewee in this project has been explained to me and is clear My participation as an interviewee in this project is voluntary There is no explicit or implicit coercion whatsoever to participate Participation involves being interviewed by Edilio Mazzoleni a DBA student from the University of Bath The interview will last approximately 75 minutes I allow the DBA student to take written notes during the interview I also may allow the recording by audio of the interview It is clear to me that in case I not want the interview to be taped I am at any point of time fully entitled to withdraw from participation I have the right not to answer any of the questions If I feel uncomfortable in any way during the interview session, I have the right to withdraw from the interview I have been given the explicit guarantees that, if I wish so, the researcher will not identify me by name or function in any reports using information obtained from this interview, and that my confidentiality as a participant in this study will remain secure In all cases subsequent uses of records and data will be subject to standard data use policies at the University of Bath (Data Protection Policy) I have been given the guarantee that this research project has been reviewed and approved by the University of Bath (School of Management) For research problems or any other question regarding the research project, the University of Bath may be contacted through professor Robin Shields I have read and understood the points and statements of this form I have had all my questions answered to my satisfaction, and I voluntarily agree to participate in this study Stt.010.Mssv.BKD002ac.email.ninhd 77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77t@edu.gmail.com.vn.bkc19134.hmu.edu.vn.Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn.bkc19134.hmu.edu.vn 270 C.33.44.55.54.78.65.5.43.22.2.4 22.Tai lieu Luan 66.55.77.99 van Luan an.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.22 Do an.Tai lieu Luan van Luan an Do an.Tai lieu Luan van Luan an Do an I have been given a copy of this consent form co-signed by the interviewer Signature (Participant) XXX Date: June 5, 2015 Signature (DBA Student/Researcher) Mr Edilio Mazzoleni Date: June , 2015 For further information, please contact: Mr Edilio Mazzoleni, Tel: +39.335.13.57.289, @: edilio.mazzoleni@unicatt.it Stt.010.Mssv.BKD002ac.email.ninhd 77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77t@edu.gmail.com.vn.bkc19134.hmu.edu.vn.Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn.bkc19134.hmu.edu.vn 271 C.33.44.55.54.78.65.5.43.22.2.4 22.Tai lieu Luan 66.55.77.99 van Luan an.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.22 Do an.Tai lieu Luan van Luan an Do an.Tai lieu Luan van Luan an Do an Annex Consent from the UCSC General Manager From: Elefanti Marco Sent: venerdì giugno 2015 17:38 To: Mazzoleni Edilio Cc: Mariani Giuseppina Subject: Re: Authorization to use UCSC as a case-study for doctoral research Dear Edilio, I willingly authorise you to conduct research using our university as a case-study Best wishes for your research Regards, Marco Elefanti From: Mazzoleni Edilio Sent: sabato maggio 2015 17:00 To: Elefanti Marco Subject: Authorization to use UCSC as a case-study for doctoral research To the General Manager of Università Cattolica del Sacro Cuore Dear Prof Elefanti, As requested, I hereby formally ask for authorisation to conduct my doctoral research using Università Cattolica del Sacro Cuore as a case-study Stt.010.Mssv.BKD002ac.email.ninhd 77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77t@edu.gmail.com.vn.bkc19134.hmu.edu.vn.Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn.bkc19134.hmu.edu.vn 272 C.33.44.55.54.78.65.5.43.22.2.4 22.Tai lieu Luan 66.55.77.99 van Luan an.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.C.33.44.55.54.78.655.43.22.2.4.55.22 Do an.Tai lieu Luan van Luan an Do an.Tai lieu Luan van Luan an Do an Stt.010.Mssv.BKD002ac.email.ninhd 77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77.77.99.44.45.67.22.55.77.C.37.99.44.45.67.22.55.77t@edu.gmail.com.vn.bkc19134.hmu.edu.vn.Stt.010.Mssv.BKD002ac.email.ninhddtt@edu.gmail.com.vn.bkc19134.hmu.edu.vn