Organisational Re-Engineering for Business Sustainability During Turbulent Periods: A Mixed-Methods Analysis of Organisations in Trinidad and Tobago During the COVID-19 Pandemic

This research utilised a sequential exploratory mixed methods approach (Natow, 2020) to investigate the various dimensions that can assist leaders in the implementation of organisational re-engineering (Hammer, 1990) and for successfully leading their organisations to sustainability (Bayomy et al., 2021; Hammer & Champy, 1993) during turbulent times. Organisational re-engineering has emerged as one of the tools that leaders can use to successfully manage their businesses during turbulent periods (Hammer, 1990). This research was conducted due to the problem that it has generally been found that the implementation of organisational re-engineering is challenging for the achievement of business sustainability during crisis periods (Duchek, 2020). In the face of uncertainties during turbulent periods, many leaders did not adopt any systematic methodology of implementing organisational re-engineering for successfully manoeuvring their businesses during these times. Many scholars have attempted to provide guidance for the implementation of organisational re-engineering and managing during turbulent periods (Cole & Snider, 2019; Zafari et al., 2020). However, there remains a lack of clarity in this area (Duchek, 2020), with many leaders being confused and oblivious to the availability and use of relevant tools and techniques for implementing organisational re-engineering and leading during turbulent periods (Bottan et al., 2020). This research thus examined the actions of decision-makers throughout the recent Covid-19 pandemic in Trinidad and Tobago and analysed the effectiveness of different actions utilised by organisational leaders to lead organisations during turbulent periods. The degree of correlation of these actions as against business sustainability were then investigated. A sequential exploratory mixed methods design was adopted for this research. Data was collected from a sample from a total population of twenty-six thousand and forty-six organisations across Trinidad and Tobago. These consisted of small, medium and large organisations in sixteen main sectors. The quantitative sample of three hundred and eighty-four companies was selected using stratified multistage sampling and simple random sampling (Noor et al., 2022), whilst the data for the qualitative aspect was selected using purposive sampling. The qualitative sample size consisted of sixteen organisations and this was determined when saturation was achieved. Data collection was done through interviews, questionnaires and secondary sources, where they were evaluated using mathematical tools, content analysis, thematic analysis and statistical analysis. The statistical techniques used included missing value analysis, Cronbach’s alpha, Pearson’s correlation coefficient analysis, Cramer’s V, multivariate ranking, trending, measures of central tendency, frequencies, charts and graphs. The research findings found that organisations utilised a wide range of actions in the pandemic period in an attempt to manoeuvre their businesses during this turbulent period (Pasaribu et al, 2021; Srinivas et al., 2021; Windarto et al. 2021). The key dimensions of organisational re-engineering that were used by the sampled organisations were leadership, strategic, operational, and tactical decision making; information technology infrastructure and adaptations; human resources restructuring; project management practices; and change management systems and process improvement. It was also found that organisations that adopted these dimensions benefitted from increased profitability (Chen, 2016) in the post pandemic period as compared to the pandemic period. These actions created a pathway for attaining future sustainability (Bayomy et al., 2021; Hammer and Champy, 1993).
In closing, this research contributed towards the practice and body of knowledge surrounding organisational re-engineering. It also appraised organisations about the positive impacts (Njuguna and Wanjohi, 2021) and benefits of organisational re-engineering (Zaboli et al., 2013). Additionally, it provided recommendations for its application and for future research. It filled the research gap of the misunderstandings and lack of clarity surrounding the usage and implementation of organisational re-engineering (Novikov et al., 2016) and provided a framework of five dimensions of organisational re-engineering that will assist leaders in the implementation of organisational re-engineering, management and operations of organisations during turbulent periods.