Organisational change management in South Africa : the development of a change framework and scorecard within a mergers and aquisitions environment

摘要

Change in today’s business environment may be seen as inevitable however in theabsence of a generic and endemic Change Framework for Managing and LeadingChange; South African businesses face a difficult task of surviving into the future unlessthey are able to find an Organisational Change Management Approach that will assistthem in navigating the Organisational Change Landscape for the 21st Century.This study provides an exploratory approach to understanding the nature ofOrganisational Change Management in South Africa, by exploring the following keyconcepts:(1) An understanding of the nature of Organisational Change Management in SouthAfrica(2) The Critical Success Factors needed for Organisational Change Management tosucceed in South Africa(3) The provision of a practical Organisational Change Management Framework andScorecard for the measurement of Organisational Change Management processesand initiatives(4) Recommendations towards a Organisational Change Management ScorecardThe study which is largely qualitative in nature makes use of a multiple case study designmethodology for the collection of empirical evidence as well as quantitative research datafrom a survey questionnaire to support the underlying constructs and research questionsposed within the study. The use of data and methodological triangulation, namelyresearch interviews, survey data, company and archival documentation as well as focusgroup discussion points has provided the research study with the necessary validity andreliability to support research results, findings and recommendations.This information should be utilized by Change Practitioners practicing organisationalchange within a rapidly transforming environment, where Mergers and Acquisitions aremajor force for change as it would help to provide the necessary change framework andchange scorecard for the management and measurement of organisational changeinterventions.This study also highlights the Critical Success Factors for change by focusing on theEmotional side (Low impact) and Change Imperatives / Prerequisites (High impact) forthe management of organisational change. In addition, the study also provides a first viewof some change performance measures in the form of a Change Scorecard, which can beused to assess the overall impact of the current change intervention being implemented.