This study examines the challenges of organisational transformation in emerging economies with special reference to Zimbabwe. It is an inductive study using grounded theory, rooted in case study methodology, based on Eisenhardt's (1989) eight steps of building theory from case study research. A longitudinal multiple case study design is used to capture transformation experiences of four companies (covering four business sectors) spanning from 1980 to 2000. Fourteen constructs from the within-case analysis form the basis of data collection and these are refined through cross-case analysis. Nine themes and sixteen challenges emerge from the study. The challenges and themes are used to identify points of convergence and divergence. Issues that trigger organisational transformation are spotted and best practices explored. Ultimately, the nine emerging themes are crystallized into seven. Both the emerging model - the Madzivire Transformation Model (MaTra) - and the elaborated model - the Madzivire Collaborative Transformation Model (MaCoTra) - are constructed from the seven themes. MaCoTra is a refinement of MaTra with the following differentiating features: * The metaphor of choruses signifies the centrality of collaboration from an African perspective; * MaCoTra reflects non-linear and linear linkages between choruses; * Choruses depict the significance of songs in African bonding; * A personal commitment to transformation calls for collective bonding around values, visions, missions and strategies; * MaCoTra is a remarkable departure from steps, phases and stages espoused in most Western change literature; * MaCoTra's philosophical base is Ubuntu - `I am because we are'- focusing on independence and interdependence; * Change interventions may be through individual or multiple MaCoTra choruses; * The organisational song connects all organisational members in a choir of transformation. MaCoTra addresses the sixteen challenges and exceedingly covers challenges cited in enfolding literature. MaCoTra was tested in and outside the study sample. I assert that MaCoTra is usable in Zimbabwean companies and may be generalized through replication studies in Africa and other emerging economies. Areas of further study towards the achievement of more generalisability of the theory/model are suggested. This study addresses the existing knowledge gap and prescribes the Madzivire Collaborative Transformation Model - MaCoTra - for companies in emerging economies. / Business Management / D.B.L.

This study examines the challenges of organisational transformation in emerging economies with special reference to Zimbabwe. It is an inductive study using grounded theory, rooted in case study methodology, based on Eisenhardt's (1989) eight steps of building theory from case study research. A longitudinal multiple case study design is used to capture transformation experiences of four companies (covering four business sectors) spanning from 1980 to 2000. Fourteen constructs from the within-case analysis form the basis of data collection and these are refined through cross-case analysis. Nine themes and sixteen challenges emerge from the study. The challenges and themes are used to identify points of convergence and divergence. Issues that trigger organisational transformation are spotted and best practices explored. Ultimately, the nine emerging themes are crystallized into seven. Both the emerging model - the Madzivire Transformation Model (MaTra) - and the elaborated model - the Madzivire Collaborative Transformation Model (MaCoTra) - are constructed from the seven themes. MaCoTra is a refinement of MaTra with the following differentiating features: * The metaphor of choruses signifies the centrality of collaboration from an African perspective; * MaCoTra reflects non-linear and linear linkages between choruses; * Choruses depict the significance of songs in African bonding; * A personal commitment to transformation calls for collective bonding around values, visions, missions and strategies; * MaCoTra is a remarkable departure from steps, phases and stages espoused in most Western change literature; * MaCoTra's philosophical base is Ubuntu - `I am because we are'- focusing on independence and interdependence; * Change interventions may be through individual or multiple MaCoTra choruses; * The organisational song connects all organisational members in a choir of transformation. MaCoTra addresses the sixteen challenges and exceedingly covers challenges cited in enfolding literature. MaCoTra was tested in and outside the study sample. I assert that MaCoTra is usable in Zimbabwean companies and may be generalized through replication studies in Africa and other emerging economies. Areas of further study towards the achievement of more generalisability of the theory/model are suggested. This study addresses the existing knowledge gap and prescribes the Madzivire Collaborative Transformation Model - MaCoTra - for companies in emerging economies. / Business Management / D.B.L.