The main aim of the research project was to develop a change agent identification framework, to be used by organisational change management specialists to identify change agents more effectively in large organisations moving forward. To date, little research has been conducted regarding the role and identification of change agents in large organisations. In the context of the research project, the sample of change agents used, referred to employees affected by the change, spread across the organisation, assisting in communicating key messages and ensuring that their peers become change ready. A thorough 12-step empirical research process was followed, which included both a qualitative and quantitative approach. The qualitative process consisted of the development of a change agent identification framework, comprising of four dimensions, each with supportive information and/or items. The aim of the quantitative process was to empirically test the personality trait dimension of the framework with a sample group of 27 change agents and 135 employees influenced by a transformation process. This was to determine which change agent personality traits has a positive impact/effect on employee change readiness levels during transformation. Through a rigorous analysis process, only the phlegmatic, persuasive and optimistic personality traits resulted in having some positive effect on employees during a transformation process. In support of these findings, the literature study findings as well as the qualitative empirical research findings indicated that the persuasive and optimistic personality traits need to form part of a change agents’ personality profile. The phlegmatic personality trait was not evident throughout all literature findings. The literature and empirical results contributed towards a comprehensive understanding of the way in which individuals should be identified as change agents in large organisations. The developed framework should assist industrial and organisational psychologists in the future to identify individuals as change agents, more efficiently. Recommendations were made on the future expansion of a knowledge base for organisational change agents. / Industrial and Organisational Psychology / D. Com. (Industrial and Organisational Psychology)

The main aim of the research project was to develop a change agent identification framework, to be used by organisational change management specialists to identify change agents more effectively in large organisations moving forward. To date, little research has been conducted regarding the role and identification of change agents in large organisations. In the context of the research project, the sample of change agents used, referred to employees affected by the change, spread across the organisation, assisting in communicating key messages and ensuring that their peers become change ready. A thorough 12-step empirical research process was followed, which included both a qualitative and quantitative approach. The qualitative process consisted of the development of a change agent identification framework, comprising of four dimensions, each with supportive information and/or items. The aim of the quantitative process was to empirically test the personality trait dimension of the framework with a sample group of 27 change agents and 135 employees influenced by a transformation process. This was to determine which change agent personality traits has a positive impact/effect on employee change readiness levels during transformation. Through a rigorous analysis process, only the phlegmatic, persuasive and optimistic personality traits resulted in having some positive effect on employees during a transformation process. In support of these findings, the literature study findings as well as the qualitative empirical research findings indicated that the persuasive and optimistic personality traits need to form part of a change agents’ personality profile. The phlegmatic personality trait was not evident throughout all literature findings. The literature and empirical results contributed towards a comprehensive understanding of the way in which individuals should be identified as change agents in large organisations. The developed framework should assist industrial and organisational psychologists in the future to identify individuals as change agents, more efficiently. Recommendations were made on the future expansion of a knowledge base for organisational change agents. / Industrial and Organisational Psychology / D. Com. (Industrial and Organisational Psychology)

Small business operations contribute to economic growth and account for 110 million new jobs in the United States. Despite the increase in the number of businesses created in the United States, some business leaders fail to manage change effectively. The purpose of this multiple case study was to explore the strategies that some leaders of small businesses used to reduce employees' resistance to change. Lewin's 3-phase change theory served as the conceptual framework. The target population consisted of 3 successful leaders of small businesses in the central and southern region of Texas. Each participant had more than 5 years of experience and successfully used strategies to reduce employees' resistance to change in the workplace. Data were collected from semistructured interviews, review of company documents, and observations. Thematic coding, text/word queries, and a cross-case analysis revealed three central themes: communication, support, and evaluation. The implications of this study for positive social change include engaging employees in the change process, which might enhance the work environment and reduce employee stress and resistance to change. An improvement in a business leader's change management initiatives may generate beneficial outcomes for the businesses that may improve community growth through increased local employment rates.

Problematisering: Ungefär 70 procent av sammanslagningar och uppköp som genomförs runt om i världen lyckas inte nå sina uppsatta mål. Tidigare forskning har uppvisat en rad olika anledningar till detta, där förändringsarbetet har påvisats vara avgörande för tiden efter att sammanslagningen har ägt rum. Denna period benämns med begreppet PMI (post-merger integration) och syftar till att integrera tillgångar, arbetsuppgifter och personal från de verksamheter som omfattas av sammanslagningen. Problematiken som uppstår under dessa perioder har till stor del visat sig bero på mänskliga faktorer snarare än finansiella aspekter som företagsledningar kan visa ett större intresse för. Det är därför väsentligt att uppmärksamma hur både ledning och medarbetare upplever arbetssituationen, för att skapa förståelse av vad som kan vara avgörande inom förändringsarbete för en sammanslagnings efterföljande period. Syfte: Syftet med studien är att skapa förståelse av hur ledning och medarbetare upplever arbetssituationen, med avseende på förändringsarbete, efter en sammanslagning av två tidigare skilda verksamhetsgrenar inom samma koncern. Forskningsfrågor: Hur skiljer sig ledningens upplevelser från medarbetarnas? Vilka parametrar inom förändringsarbete kan vara avgörande för hur arbetssituationen upplevs av ledning och medarbetare efter en intern sammanslagning? Kunskapsbidrag: Efter studerandet av hur arbetssituationen upplevs i perioden efter en sammanslagning, kan studien ge en indikation på vilka aspekter som organisationer bör fokusera på under integrationsfasen för att lyckas sammanföra de involverade parterna. Slutsats: Studien har påvisat att upplevelser av arbetssituationen efter en sammanslagning skiljer sig mellan ledning och medarbetare. Detta har främst visat sig i synen på vad som anses vara möjligheter kontra utmaningar för organisationen samt synen på ansvarsfördelning. Gemensamma upplevelser har påvisats gällande  samarbete, behov av kontinuerligt förbättringsarbete och förståelse för att förändringar  tar tid. De parametrar som har fastställts vara avgörande inom förändringsarbete för hur arbetssituationen upplevs efter denna typ av organisatorisk förändring kan  sammanfattas i uppföljningsarbete, engagemang, kommunikationsförmåga, mottaglighet, förändringsbenägenhet samt samarbetsvillighet och delaktighet. / Problematisation: About 70 percent of all mergers and acquisitions do not reach their desired goals. Research has identified several reasons for this, and has shown that it is necessary to focus on the integration process after the merger. The time after the agreement has been closed between the two parties is referred to as post-merger integration (PMI), which includes the integration between assets, business activities and personnel. One reason why mergers fail in this context depends on human factors rather than financial aspects as the top management might focus on. Therefore, it can be crucial to observe how top managers and employees perceive their situation at work to create understanding of what factors within change management that can determine how the situation is perceived during the PMI-process. Purpose: The purpose of this study is to create understanding of how managers and employees perceive their situation at work during the post-merger integration process when two former differentiated business lines have been merged within the same group. Research questions: How do the perceptions differ between managers and employees? What factors within change management can determine how the situation at work is perceived by managers and employees after a merger? Contribution: To create understanding about change processes after a merger, this study can indicate what factors organisations should focus on in the post-merger integration process. Conclusion: This study shows that the perceptions of how the situation at work is perceived differs between managers and employees. The differentiated perceptions have principally been shown in the context of what can be considered as opportunities versus challenges and how responsibility is assigned within the organisation. Common perceptions have also been identified and these can be summarized in cooperation,  ongoing improvement work and understanding of the fact that organisational changes  take time. Regarding what factors within change management that can determine how the work situation is perceived, several have been revealed. These can be concluded in terms of follow-up, dedication, communication, susceptibility, willingness to change, cooperativeness and complicity.

In a fast paced change external and internal business environment in which businesses are to deliver to their maximum capacity, there is little room for resistance to change by employees. Acknowledging all the elements responsible for resistance to change within the corporate world, the study aimed to find if there is any relationship between the emotional intelligence of employees and their resistance to change initiatives which slows down company potential to stay abreast of market needs. By making use of a 4-point Likert type scale and questionnaire data was collected from 47 pharmaceutical representatives based in 5 different provinces within South Africa. The analysis was done based on a variety of statistical methods such as Mann Whitney, Spearman’s rho’s. The results suggest that there is a definite relationship between the overall emotional intelligence of employees and resistance to change. The study focusses its efforts on the pharmaceutical industry that offers service and products to healthcare professionals. Perhaps research on other sectors of the business could offer a broader view of the impact of emotional intelligence on resistance to change as the representatives only make up a small proportion of the overall business. An important insight of this study is that emotional intelligence has proven to play a very significant role in a variety of functions of the business and deserves deeper investigation and attention. Although only a small share of the business formed part of the sample of the study, it is clear that the company has to address resistance to change and the initiators thereof. Little study has been done on the relationship between emotional intelligence and resistance to change within the South African market, adding available data relating to the topic relationship and importance. / MBA, North-West University, Potchefstroom Campus, 2015

In a fast paced change external and internal business environment in which businesses are to deliver to their maximum capacity, there is little room for resistance to change by employees. Acknowledging all the elements responsible for resistance to change within the corporate world, the study aimed to find if there is any relationship between the emotional intelligence of employees and their resistance to change initiatives which slows down company potential to stay abreast of market needs. By making use of a 4-point Likert type scale and questionnaire data was collected from 47 pharmaceutical representatives based in 5 different provinces within South Africa. The analysis was done based on a variety of statistical methods such as Mann Whitney, Spearman’s rho’s. The results suggest that there is a definite relationship between the overall emotional intelligence of employees and resistance to change. The study focusses its efforts on the pharmaceutical industry that offers service and products to healthcare professionals. Perhaps research on other sectors of the business could offer a broader view of the impact of emotional intelligence on resistance to change as the representatives only make up a small proportion of the overall business. An important insight of this study is that emotional intelligence has proven to play a very significant role in a variety of functions of the business and deserves deeper investigation and attention. Although only a small share of the business formed part of the sample of the study, it is clear that the company has to address resistance to change and the initiators thereof. Little study has been done on the relationship between emotional intelligence and resistance to change within the South African market, adding available data relating to the topic relationship and importance. / MBA, North-West University, Potchefstroom Campus, 2015

This study attempts to investigate one of the most cited reasons for the failure of organisational change efforts: individual resistance to change. It also seeks to determine what personal manifestations need to exist in order for an organisation to adequately establish the extent to which a proposed change effort will yield a successful outcome. This was evaluated through the job constructs of communication, job-insecurity, participation, procedural justice and trust. The research also Management and Change Agent roles within the change process to determine whether this had an impact on the individual change experience at a cognitive and behavioural level. In a South African Motor Manufacturing company data was obtained from 306 respondents. The findings clearly indicate that a positive experience of the job constructs is likely to result in positive individual change which will result in a successful implementation and sustainability of the change initiative.

This study examines organisational change within the Gauteng Department of Infrastructure Development (DID) “the Department”, focusing on the strategies that should have been implemented in order to reduce the resistance to change and minimise the negative impact change brought to the employees. The study also focuses on employee satisfaction and the impact of change on the psychological contracts from a broad perspective of employees within the organisation.

Climate change is not only a natural phenomenon, but also a global social issue. Many studies try to explore the mechanisms behind climate change and the consequences of climate change, and provide information for developing the measures to mitigate or adapt to it. For example, the IPCC reviews and assesses climate-change-related scientific information produced worldwide, thus aiming to support decision-making from a scientific perspective. However, though various international and regional climate change policies are developed to combat climate change, yet the implementation of climate change policies need to be further improved, especially requiring active public engagement in taking actions on climate change. The policies regarding saving energy and reducing emissions are closely related to people’s daily life, which requires the public actively change their consumption habits and lifestyle. China, as the biggest GHG emitter, is stressed to reduce its emissions during previous climate negotiations. This thesis emphasizes the severity of climate change in China through reviewing relevant studies and visualizing China’s future climate change, which meanwhile points out the necessity of addressing climate change in China. In addition, China’s climate change policies and the achievements thereof is critically reviewed, which reveals the existing problems and difficulties of policy implementation, and thereby emphasizes the importance of public engagement in implementing climate change policy. Moreover, 26 informants have been interviewed through China’s biggest social media – Tencent QQ, through which informants’ perceptions of climate change, expressed attitudes to and reported actions of addressing climate change is analysed. Furthermore, barriers to informants’ engagement with climate change is exposed. Accordingly, this thesis discusses several suggestions for enhancing public engagement with climate change.

This portfolio identifies a lacuna in the ways most mainstream management literature speaks of change. This literature focuses predominantly on the activities of 'planning', 'implementing' and 'evaluating' change in organizations, while largely overlooking the situated and embodied experience of actually becoming changed. I propose that this type of experience lies at the heart of organizational change. My research focuses on such experiences, addressing the questions of what characterizes them, what are the conditions that enable them, and what is involved in a practice that attempts to generate and sustain them. Building on Complex Responsive Process Theory, which claims that all change is constituted by shifts in the patterning of local interactions, I am proposing that the study of the qualities of ordinary, everyday 'experiences of transformation', which take place in conversational interactions between organizational members, is crucial to our understanding of how change happens. These qualities involve fleeting and elusive shifts of awareness and energy. What I am suggesting 'transforms' in such experiences is the complex interweaving of meaning, sense of self or identity, and ways of interacting and speaking. I argue that these shifts both create, and are created by, the responsive engagement with the complex, puzzling and ambiguous aspects of lived experiences of interaction. My narratives are concerned with the ways in which new meaning and novel directions of 'going on together' emerge paradoxically within the very experience of the fragmentation and dissolving of our usual, taken for granted understanding and sense of self. This often happens as we agree to encounter the 'otherness' of others in a conversational setting in which all the disconcerting, troubling and moving ramifications of that encounter are allowed to play out. In crafting an approach to change which resonates more with our everyday organizational lives, my narratives call attention to the details of such experiences: their textured richness and complex multi-facetedness. I propose that learning to carefully notice and engage with such experiences offers both deeper insights into the nature of change, and generates more nuanced, subtle, and ultimately effective, ways of working with change processes.