International journal of

ADVANCED AND APPLIED SCIENCES

EISSN: 2313-3724, Print ISSN:2313-626X

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 Volume 6, Issue 7 (July 2019), Pages: 54-63

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 Original Research Paper

 Title: Unintended consequence in implementation of work culture improvement program through peer-coaching in a sales and distribution center of a large multi-national high technology company

 Author(s): Ahmed Alojairi 1, Natalia Derbentseva 2, Frank Safayeni 2, Abdullah Basiouni 3, Kang Mun Arturo Tan 3, Hafizi Muhamad Ali 3, *

 Affiliation(s):

 1Department of Accounting and Management Information System, King Fahd University of Petroleum and Minerals (KFUPM), Dhahran, Saudi Arabia
 2Management Sciences Department, University of Waterloo, Ontario, Canada
 3Management Sciences Department, Yanbu University College, Yanbu Industrial City, Saudi Arabia

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 * Corresponding Author. 

  Corresponding author's ORCID profile: https://orcid.org/0000-0002-1655-7589

 Digital Object Identifier: 

 https://doi.org/10.21833/ijaas.2019.07.007

 Abstract:

The purpose of this paper is to analyze the work culture improvement program (WCIP) by utilizing the peer-coaching method among sales supervisors in Sales and Distribution Center at a Large Multi-National High Technology company. The present study also investigates unintended consequences longitudinally using two stages of a qualitative approach. First, the WCIP, initiated and supported by senior management, was delivered by a Canadian-based consulting team was discussed as a case study. Next, an interview was administered among nineteen respondents with the use of ORID (objective questioning, reflective questioning, interpretative questioning, and decision-oriented questioning) framework. The R Statistics RQDA package analyzed the WCIP’s impact using the Echo method of interview. Findings revealed aside from the improvements in interactions, the peer-coaching circle has turned the peer-coaching circle into a social group, an unexpected beneficial result. Furthermore, the nature of the work of the group, being in Sales and Distributions, forced them to a network to gather additional help and information. It appears that the result of the peer-coaching approach might be a function of the following factors: questioning methodology, nature of work, the frequency of meeting, and management support. 

 © 2019 The Authors. Published by IASE.

 This is an open access article under the CC BY-NC-ND license (http://creativecommons.org/licenses/by-nc-nd/4.0/).

 Keywords: Culture change, Echo-method, Peer-coaching, Unintended consequence, Sales and distribution centers

 Article History: Received 21 January 2019, Received in revised form 3 May 2019, Accepted 7 May 2019

 Acknowledgement:

The authors of the paper would like to acknowledge the support brought by University of Waterloo, ON, Canada, King Fahd University of Petroleum and Minerals (KFUPM), Dhahran, Saudi Arabia, and Yanbu University College, Royal Commission for Yanbu Project, Saudi Arabia.

 Compliance with ethical standards

 Conflict of interest:  The authors declare that they have no conflict of interest.

 Citation:

 Alojairi A, Derbentseva N, and Safayeni F et al. (2019). Unintended consequence in implementation of work culture improvement program through peer-coaching in a sales and distribution center of a large multi-national high technology company. International Journal of Advanced and Applied Sciences, 6(7): 54-63

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