About 50-70 % of all change initiatives fail and one reason for this is soft barriers, which mainly depend on people. These barriers are challenging to manage because individuals react to change in different ways. Due to these difficulties, companies look for help from consultants, who are perceived to have wide knowledge about change. Hence, the authors have studied the change process and the soft barriers from an external change agent perspective by interviewing nine experienced consultants. The results indicate that no phase in the change process is prominently more problematic than another, instead each phase is the outcome of prior phases. If the critical barriers in each phase are considered the change can be successful. Several soft barriers to change have been identified; lack of goals and vision, no demand for measurements and follow-ups, and a too large and homogenous project group without relevant competence or a clear driver of the change. Additionally, the findings suggest that top management is specifically problematic due to that they are often not united, are impatient and struggle with power and politics. Thus, the study indicates that resistance often starts from the top, which affects the rest of the organization and the outcome of the change.

In response to competitive and economic pressures, an increasing number of manufacturing firms are adding services to their traditional product offerings. However, companies are confronted with an arduous undertaking, and find it difficult to servitize successfully and profitably. This thesis investigates the transformation that traditional manufacturers undergo to become providers of integrated products and services, a phenomenon known as servitization. Servitization is considered a strategic re-direction of the manufacturing organisation and a major challenge for senior management. The purpose of this study is to provide better understanding of the change that occurs when a manufacturer attempts servitization. The study adopts a qualitative theory building approach to investigate an under-researched phenomenon and a major managerial challenge. It follows a strategy of engaged scholarship to understand a complex organisational problem. The research utilised multiple case studies, action research, and focus groups to tackle a problem with significance to industry. The findings reveal the nature of servitization as a complex transformative change which exposes the manufacturing company to its environment in new ways, and closely interlinks the organisation with a network of stakeholders through new dependencies. The transformation of traditional manufacturers towards servitized organisations is multi-dimensional and goes through eleven dimensions of transformation across the organisation and its network. In addition, thirty nine forces of change were found to influence the outcome of servitization, and were categorised into three sets of change drivers for servitization. The results of the study led to the formation of a model for transformation towards a servitized organisation for use by industry practitioners to roadmap and facilitate their organisation‟s shift towards services. The model represents a novel approach to managing servitization. This research has addressed a literature gap and met an industrial need, and has made a significant contribution to knowledge about the change that traditional manufacturers experience to become servitized organisations.

In 2012, federal legislation introduced a requirement for formal transportation asset management (TAM) in transportation agencies. The law specifically requires agencies to develop TAM plans and implement TAM programs in their decision-making processes. The history of national policy development for (TAM) and research in policy implementation and organizational theory have shown that program sustainment is not easily achieved. Often, agencies can respond to this kind of legislative mandate with ineffective efforts to achieve legitimacy that reduce the likelihood for the program to be sustained in the long-term. This presents a challenge because without sustainment, the benefits of TAM, which are mostly long-term, may not be fully realized. The objective of this work was to develop a conceptual framework to guide transportation agencies to review their TAM implementation practices and identify opportunities to enhance long-term program sustainment. The conceptual basis for the framework comes from a synthesis of transportation, policy and program implementation, and change management literature, supported by insight from a panel of practitioner and academic experts. The TAM Implementation Review Framework (TIRF) incorporates seven themes of implementation factors that can promote sustainment of TAM practices impacting the social, organizational, and programmatic elements of implementation. The TIRF was applied in case studies to review the TAM implementation processes of three Departments of Transportation (DOTs) resulting in different kinds of information on how implementation activities address factors related to program sustainment. These results can steer future implementation activities in DOTs towards increased probabilities of achieving long-term program sustainment. The primary contributions of this work lie in the development of the conceptual framework and approach to enhance TAM implementation by emphasizing the people and organizational elements of TAM, alongside with the technical. In practice, the TIRF offers agencies a review and planning tool to support TAM implementation decision making and to promote program sustainment. The output is being proposed as a foundational element in the development of an evidence-based catalog of TAM implementation strategies. This can facilitate inter-agency knowledge sharing by providing a platform for systematic documentation of implementation experiences to support broader adoption of strategies that can contribute to increased program sustainment.

Most organizations of today are more or less influenced by the globalization. This phenomenon has led to that changes belong to the everyday concern of companies in order to be ahead of the competition. Simultaneously, when it comes to discussions about change failures and successes, it mainly is the top management standing in the spotlight. Therefore, the aim of this thesis is to take a glance backstage of organizational changes while focusing on middle management. The purpose of this research is to examine how the middle manager can become a change agent and what contributions this new role can bring to the company. A glimpse on the historical evolution of the middle manager´s role and status helps to identify the underlying causes for the existing stereotype of this management group as well as the reasons for why middle management seems to belong to the ‘forgotten breed’ in organizations. Furthermore, the concept of changes and change management is outlined in order to clarify why changes fail and how those failures can be prevented with the help of a change agent. Based on this theoretical framework, the potential of middle managers acting as change agents is discussed. Additionally, due to the fact that the middle manager’s role as a change agent is not fully recognized yet, an own developed concept is outlined. This model is created as a result of empirical research in terms of interviews with consultants as well as extensive literature studies within this research area. The concept demonstrates how a middle manager can become a change agent and which contributions this new role can bring to the organization. Overall, it can be concluded from the research that it is time for organizations to recognize the potential of middle managers; they are the ones who can make changes happen.

Subject of the scientific research. ICT caused business changes management. Aim of the research – to construct change, caused by ICT development, management model of organization. Tasks of the research: 1) to analyze relations in the development processes between ICT and business, to go deep trying to find keystones of relation between them, identify the impact of information technologies on business management and identify the trends; 2) to analyze adequacy of business management theories in the ICT development caused conditions; 3) to investigate the change management theories and identify keystones of the new methodologies, which are needed, in the ICT caused business environment; 4) to investigate the possibility to use the good ICT practice examples databases in the change management model, classify the typical ICT projects; 5) to create a ICT caused business change management model, which solves change management problems in organizations, allowed increasing the competitive ability of organizations and expanding their application opportunities in business by using ICT; 6) to explore the proposed change management model in practice (to do experimental modeling).

Given the dynamic and unpredictable nature of modern business environment, organizations need to always be ready for change. It is essential for employees to be able to accept change initiatives at workplace and contribute to them constructively.  The authors of this research suggest that due to the similarities in the nature of their implementation process, projects are the most appropriate vehicle for implementing change initiatives. Change initiatives implemented through projects take characteristics of planned change and exclude emergent changes from the scope the scope of this research. The initiating phase of a change project is devoted to creating readiness for change, which is the main focus of the research. The purpose of this study is to investigate the role of organizational culture in creating readiness for a change project. The research looks at the process of creating change readiness. This provides a ground for identifying the importance of organizational culture and its interconnection with change management efforts. Further, the dimensions of organizational culture are identified in the relation to change readiness. The literature suggests that these dimensions create change readiness. If organizational culture does not incorporate the identified dimensions of organizational culture, change management efforts should be applied to reinforce or create them. Eight interviews were conducted with change leaders/ project managers. Each interview was conducted in the context of a change project experienced by the interviewee, in order to gain an insight in to the influence of organizational culture on creating change readiness. The study finds organizational culture as being pivotal in creating change readiness. The insight taken from the empirical data allows differentiating between organizational culture as a whole and organizational culture created within the project context by change management efforts. It was found that organizational culture in its exclusivity, does not lead to readiness for a change project. Organizational culture rather builds a foundation for implementing change and creates readiness for a change project through mediation of change management efforts.

This study has been undertaken to determine and examine the managerial competencies required by library managers at different managerial levels in effectively managing change in university libraries in South Africa. South African universities have experienced a large number of changes since 1994 which have inevitably affected the libraries of these universities. Library managers have been faced with a number of challenges. The study includes a literature review which highlights the findings that library managers in university libraries in South Africa, are not prepared to manage change. The literature review also identifies the competencies that are required to manage change. These are: • Communication • Planning and administration • Teamwork • Strategic action • Global awareness • Self-management. The following management functions are also highlighted in the literature review: • Job descriptions • Job/person specifications • Human resource planning • Recruitment and selection of staff • Staff appraisal • Staff training and development. Questionnaires were used to gather data from the population of the study. The data was analysed using Statistical Package for Social Scientists (SPSS) Version 15. The main findings of the study are: • Library managers in the university libraries are not equipped to manage change • First line managers do not require any of the competencies to manage change. • Middle managers require communication competencies and teamwork competencies. • Communication competencies, planning and administration competencies, teamwork competencies and strategic action competencies are required by senior managers to manage change. Based on the descriptive statistics and the hypotheses tested, this study provides a basis for a model that identifies the competencies and managerial functions that are required by the different managerial levels to manage change in university libraries in South Africa. Recommendations include that: • Library schools introduce a module on change management • Competencies to be work shopped to all levels of library managers • Structured training needs to be undertaken that cover all managerial functions • A management qualification must become a minimum requirement for all managerial jobs in university libraries • All senior managers should at least have a management major in their first degree or a Master of Business Administration (MBA). / Thesis (Ph.D.)-University of KwaZulu-Natal, Pietermaritzburg, 2009.

The world is changing more rapidly than ever before. Today's most successful organizations are changing fast and having to make sure that its internal changes are keeping pace with what is happening in the external environment. The process of organizational change can be complex and messy. The responsibility of leaders is to guide employees and the organization through the change process. Employees often view change as disruptive and painful, resulting in stress. This study examines a company that has undergone, and continues to undergo a fast pace of change. The aim of this research is to examine the effect that employee perceptions of change leadership have on their level of stress with a view to exposing the linkages, if any, between these concepts. If such linkages are perceived to exist, then well-conducted and communicated organizational change will be successful in yielding the desired results. Effective change can only be achieved through employees that are motivated, participating in and owning the organizational change. / Thesis (MBA)-University of Natal, Durban, 2003.

Innovation is a necessity, not a nicety - but many companies still think of innovation as being important rather than urgent. For innovation to be successful, it requires different behaviours and new ways of thinking. It is fundamentally a human activity; hence the people that make innovation a reality are the inner workings of this process. In this study, a measurement tool has been designed to assess the different types of personalities that exist in new product development teams. A model has also been proposed. This model classifies the different personalities according to their dominant traits. It was derived from a tool that is well known within many innovation driven organisations: the model for assessing brand personalities that is very similar to the Heylen model. Using this model, a new model is proposed for the assessment of individual personalities. The individual personality types were established and the overall team structure was examined to determine if diverse personality innovation teams have any correlation with the perceived output of innovation. This study served the purpose of determining if this relationship exists as well as introducing a new model for the classification of different personality types. Three companies within the Durban region were selected and upon investigation it was learned that there does exist a relationship between diverse personality innovation teams and the perceived output of the process. It was learned that diversity does contribute to the measured innovation output. There were four different personality types classified. It was established that too many of one or more type of personality (e.g. originators or effectors) or the lack of other types (in this case motivators) in a new product development team hinders the optimal output of the process i.e. it effectively delays innovation and a valuable market offering since the abundant personality types dominate with their respective functions and inhibit other critical functions for the innovation journey to run smoothly. Effective innovation is about each personality type adding his/her contribution to the process. In this study it was established that not many motivators were identified in teams and an increase in originators and effectors correlated with a decrease in perceived innovation output. Each team member exists in a team at the opportunity cost of another, and it is essential that the right mix of personalities be present for effective innovation. / Thesis (MBA)-University of Natal, 2003.

This study examines the efficacy of change management following an acquisition by a multinational corporation. Staff turnover records are examined to determine whether there are significant changes in staff turnover before and after critical events in the change process. Staff exit questionnaires are examined to determine employees' reasons for leaving. The key change agents are interviewed to obtain their perspectives on the change process. Our conclusion is that the change has been generally well-managed, although more attention could have been paid to the individual groups that make up the staff, and that communication could have been improved. Our recommendation is that a follow-up study be conducted to gauge employee attitudes following the relocation. / Thesis (MBA)-University of Natal, Durban, 2002.