Role Fluidity in Companies

Abstract

This research study will focus on investigating role fluidity within the workplace, looking specifically at stakeholders such as employees and managers. The study will look at how managers cope with managing individuals, role changes in society and roles within their workplace. In fact, there appears to be a dearth of research within the field and the notion that fluid role enactment can impact how stakeholders can implement and develop flexible strategies, remains ignored. This study aims to conceptualise role fluidity of stakeholders within U.K. telecoms companies, particularly reflecting on market dynamics and the ways in which is communicated as a consequence of role changes in society. We suggest a concept of role fluidity that U.K. telecoms organisations can implement, in order to encourage their stakeholders to manage customer projects in a flexible way. We also provide suggestions as to how to communicate in such a way that these organisations develop innovative and adaptive capacity. The logic behind this research being that the U.K. telecoms industry is saturated, dynamic and adaptive with expected potential for role fluidity in customer projects. In order to answer the research question, we have identified three objectives that we will need to achieve in order to develop a concept and benchmark for role fluidity within the U.K. telecoms industry. The first objective breaks down and identifies the fluid roles that are operating within dynamic markets. The expected outcomes demonstrate patterns of communication. A pilot test identifies how stakeholders utilise emojis within customers projects as a means to reducing their emotional barriers. The second objective examines how stakeholders evaluate their actual versus their desired roles through the use of selfies and emojis. The expected outcomes show the evaluated potential for fluid roles. The third objective conceptualises role fluidity for U.K. telecom stakeholders to encourage innovativeness in their customer operations and management. The expected outcomes are that stakeholders evaluate the concept and industry experts identify benchmark patterns. The outcomes of this research will be extensive in that a new concept and benchmark will be developed. This conceptualisation will assist managing dynamic markets, by exploiting stakeholders’ fluidity at work. This concept will guide stakeholders' fluid approaches, with distinct suggestions as to how to introduce role fluidity. The concept will impact and change stakeholders’ operations, implying new advances in management to empower innovation and adaptiveness. The benchmark will guide telecoms companies and other innovative service providers to introduce role fluidity.