Introducing technological change to an organization’s normal processes can potentially bring about positive or negative results, depending mostly on the manner in which the change was facilitated and integrated into the organization. However, very little research has been done on information technology (IT) investment among hospitals, its effect on the personnel, as well as how it influences patient care and financial performance. Consequently, little is known about users’ resistance to new technologies and the precedents of technology rejection in healthcare. Therefore, this study seeks to fill the gap of understanding South African hospital staffs’ perceptions towards change, caused by introducing an information system into one of the hospital’s daily processes. Where resistance towards change is identified, the study aims to understand the reasons behind such resistance. Finally, it aims to find appropriate intervention strategies to deal with and minimize resistance. In doing so, the study seeks to contribute to the body of research regarding change resistance to information systems in public South African hospitals. By adopting a descriptive and exploratory interpretivist paradigm, in conjunction with an inductive approach, the study aims to get a better understanding of hospital staffs’ perceptions through shared meaning. The study adopted a case study research strategy, as it affords the researcher the opportunity to participate in the study, and as such contributes to the subjective interpretation of the findings. Data was collected using a mixed method approach, and was used to describe the difference between the current and proposed process. In addition, it was used to explore the reasons for change resistance to information system-supported change, and to explore methods of successfully introducing change to tertiary public hospitals in South Africa. Fourteen participants (7 medical interns and 7 ward clerks) who were directly involved in the process being studied, were interviewed. Two other participants (the head of the pharmacy and the patient flow manager), who were indirectly involved in the process, were interviewed, to verify the observed and mapped process. Interview data was analyzed qualitatively, firstly through coding techniques before using sentiment and thematic analysis. While the mapped process followed Business Process Modelling Notation conventions. In addition to a mapped proposed process, a change resistance conceptual model was developed from a conjunction of the findings and extensive review of literature. The conceptual model asserts that five main factors contribute to change resistance: unclearly defined duties; fear of job security and technology usage; years of service; resource availability and resource mismatch; as well as insufficient training resulting from the lack of a learning culture. These factors can be moderated by: the existing state of affairs referred to as status quo; management involvement; and communication. The conceptual model can be used to better understand the causes of change resistance, as well as how to minimize change resistance and successfully introduce change into a health organization. Change agents should aim to understand the status quo that exists in the organization and find ways of incorporating that into the change process. Furthermore, management should aim to involve and communicate with all affected stakeholders during a change process. This research has provided a better understanding of hospital staffs’ reactions to change, their reasons for resistance, and ways to minimize change resistance while successfully introducing change into a health organization.

The motivation behind this research is the prevalence of challenges and ambiguity associated with successful organizational change and the numerous available approaches in dealing with these challenges and ambiguity. Many definitions and methods have been suggested to manage change; however, organizations still report a high failure rate of their change initiatives. These high failure rates highlight the continuing need for research and investigation, and imply a lack of a valid framework for managing successful organizational change. This dissertation critically reviews the concept of having one change approach as the “silver-bullet”. In pursuit of this goal, this research contributes a roadmap to the change management literature and provides definitions for describing change types, change methods and change outcomes. This dissertation also develops a conceptual model that proposes relationships and connections between the change types, change method and change outcomes that is assumed to enable successful change. To validate the research conceptual model, two hypotheses were developed and a self-administered survey was created and administered (paper survey and online). The respondents were professionals involved in change projects in the Central Florida region. The unit of analysis in this research was a completed change project. Respondents were asked to complete the survey for two different projects: a successful project and an unsuccessful iii project. Statistical processes were applied to verify the conceptual model and test the research hypotheses. Based on the data collected, exploratory factor analysis was used to verify the validity and reliability of the conceptual model measures. Results of the hypotheses testing revealed that there are relationships between the complexity of the change type and the use of change methods that significantly relate to successful change. The results also revealed that the alignment of the change type and change methods significantly relates to successful change. From the viewpoint of change project managers, the results of this dissertation have confirmed that the complexity of the change project type negatively correlates with change success and the increased use of change methods positively correlates with change success. The results also confirmed that the methods that highly correlate to change success address the following: (a) the situation that needs changing, (b) the proper implementation of change, (c) the establishment of suitable plans and controls to sustain change, and (d) the presence of a credible team leader who influences the major decisions during the change project.

The aim of this study was to investigate the effect of frequent operational changes on the repairs and maintenance of public lighting in the Energy and Electricity Division of the City of Tshwane Metropolitan Municipality as a result of management decisions. The results of the study showed contrasting opinions and perceptions amongst all participants on the repairs and maintenance activities of public lighting. Both employees working in the maintenance operations and public lighting sections agreed that their sections were performing the repairs and maintenance of public lighting satisfactory. Customers and community leaders on the other hand agreed that the maintenance operations sections are performing the repairs and maintenance of public lighting satisfactory as compared to public lighting section. All employees were in favour and support of decisions taken respectively since these decisions were beneficial to their respective sections, but however they were concerned on the frequency of decisions taken by top management and changes implemented within their respective sections as these decisions and changes created confusion and conflict amongst employees. All sections involved in the repairs and maintenance of public lighting were faced with numerous similar challenges that created deficiencies and ineffectiveness on the maintenance activities of public lighting and that contributed to enormous complaints from customers and community leaders on the service rendered by the division.

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This thesis focuses on the internal problems for companies changing customer service system and how to best avoid these problems and make the implementation of the new system as efficient as possible. The reason for focusing on the customer service systems was since more and more companies are transcending to e-commerce and having some form of customer service is common. As the technology is changing so does the requirements for the system and thereby companies are in need for constant change. The problem area is wide and the results can be applied to almost any company undergoing changes of customer service systems. In order to find the internal problems and how to avoid these to efficiently implement the new system, interviews were carried out with companies that had undergone some form of change in their customer service. Theoretical studies were also carried out in order to confirm the interviews. The results of the study were that companies need to involve the affected employees and work with employee involvement. Doing otherwise would in many cases make the employees resistant to change. Furthermore, the IT changes being carried out need to have a more humanistic perspective rather than technological perspective, as the case was. The main finding was that there was a clear connection between the level of employee involvement and the level of efficiency when changing to a new system. In addition, educating employees on the new system and information sharing about the system already before start would create efficient implementation.

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"This thesis investigates organizational change strategies for e-business transformation. It proposes an instrument to measure the strength of a company's organizational change capabilities to make this transformation. Most "brick and mortar" business in the year 2000 are faced with a massive wave of change associated with the Internet. It is impacting the fundamental rules of business and changing their relationship with customers, suppliers and how work gets done. Firms that successfully make an e-business transformation will be rewarded with growth and strong returns. Many of those who are unable to change will not survive in the long run. A fundamental issue in e-business transformation is disruptive organizational change. A review of the academic literature identifies ten dimensions of organizational change capability that can increase the probability that a company can make a successful disruptive organizational change. These include: emotional unifying vision; use of symbols; enabling the free flow of emotions; providing a transition to the past; creating a playful environment; change infrastructure; first line supervisor buy-in; project management; training; and the reward system. An expert panel was surveyed to get their opinion on the dimensions. Dimensions were added and altered based on these opinions. An instrument was proposed to uncover these dimensions. It was reviewed by an expert panel, and then was then edited based on their feedback. It was found that the opinions of the expert panel were highly correlated with the dimensions identified in the academic literature. The instrument has a reasonable chance to measure the strength of an organization's change capabilities to make an e-business transformation. Further research could apply this instrument with a representative group of companies to determine the strength of each dimension."

The aim of this study was to investigate the effect of frequent operational changes on the repairs and maintenance of public lighting in the Energy and Electricity Division of the City of Tshwane Metropolitan Municipality as a result of management decisions. The results of the study showed contrasting opinions and perceptions amongst all participants on the repairs and maintenance activities of public lighting. Both employees working in the maintenance operations and public lighting sections agreed that their sections were performing the repairs and maintenance of public lighting satisfactory. Customers and community leaders on the other hand agreed that the maintenance operations sections are performing the repairs and maintenance of public lighting satisfactory as compared to public lighting section. All employees were in favour and support of decisions taken respectively since these decisions were beneficial to their respective sections, but however they were concerned on the frequency of decisions taken by top management and changes implemented within their respective sections as these decisions and changes created confusion and conflict amongst employees. All sections involved in the repairs and maintenance of public lighting were faced with numerous similar challenges that created deficiencies and ineffectiveness on the maintenance activities of public lighting and that contributed to enormous complaints from customers and community leaders on the service rendered by the division.

[Abstract]: Crowther, Hann & McMaster (2001) reported in School Innovation: Pathway to the Knowledge Society that when teacher leaders engage in collective action with theprincipal, they can build a school’s capacity to change. This Autoethnographic Case Study builds upon the findings reported by Cuttance (2001). The study uses a qualitativeinquiry approach to study a Participatory Action Research (PAR) project. The qualitative study was conducted in a P-12 school context in 2003 and contains two related microstudies. The study investigates how a teacher leader, occupying a formal role in an organisation, can contribute to the organisation’s capacity to change.Conducted by a participant observer, the study occurred within a single context, a P-12 school which contained two separate entities, a Primary School and a Secondary School.In the Secondary School, the self researcher occupied a formal position and performed functional tasks while in the Primary School, she exercised teacher leadership without being formally defined by that role. The task of coordinating an innovation to achieve mandated change was distributed to the self researcher by the principal. The self researcher’s efforts to improve her leadership practices while coordinating the innovation forms the basis of the study.The self researcher employed Participatory Action Research as a means to gather data and engaged in reflexive leadership practices to pursue socially just and moral ways ofacting in the social world. The organisational context provided the framework for the analysis of the data and various metaphors were employed to analyse the self researcher’s evolving subjectivities. The stance adopted by the self researcher is informed by criticaltheory, drawing from postmodern and poststructuralist perspectives, and the research question is answered through a narrative.This study found that teacher leadership underpinned by the principles of inclusion, participation and voluntarism is not sustainable in functionalist organisations. The study found that functionalist organisations are imprinted with the discourses of dominance and privilege and the distribution of functions by principals reproduces dominance and oppresses the emergence of teacher leadership.The study found that teacher leadership is emergent not distributed. The study found that when leadership is shared, parallel leadership practices generate organisational-wide leadership and build the collective’s capacity for change. However, the study concludesthat the context is important and for teacher leadership to contribute to an organisation’s capacity to change, the organisation itself has to be reimaged.

[Abstract]: This doctoral dissertation research reports on the exploration of higher education academics’ pedagogical responses to complex societal postindustrialchange. The topic arises from a deep personal interest in processes of societal change and the need for such processes to be in the professional practices ofacademics. The research problem that guides the study is: In what way(s) and to what extent can University instructors be assisted to incorporate change-basedconcepts in their pedagogical practices through application of a conceptual framework for change infusion?In response to the problem, a change infusion model (CIM) arises from an analysis of authoritative literature on change. Change infusion is an educational process that utilises key concepts from theories of change to provide ameaningful context for pedagogical practice in times where pervasive societal transformation is the norm. Gay’s (1995) multiple stages of infusion are of particular importance in the CIM. The generation of the theoretical definition of infusion in the CIM provides practising academics with an explanatory system that enables them to infuse significant elements of change into pedagogicalpractices. In essence, the CIM purports to guide instructors to move beyond teaching about change to teaching for change.The research design includes the cognitive-constructivist theoretical foundations, with particular reference to Dewey (1933), Piaget (1951), Lewin (1951), Schön (1983, 1987), Calderhead (1988), and Patton (2002). Ofparticular importance is the analysis of opinions concerning pedagogical practice of a small number of University practitioners after engaging with theCIM during each of the three stages of trials. The trials utilize the cognitiveconstructivist quality of reflection as a means to link theory to practice.The conclusions from the research support a conceptual model, such as the CIM, for use to teach for change. As a result of the Stage 3 trial research in particular, the conceptual model from the beginning point of the study isrefined, thereby hopefully providing a useful tool for academics in a wide range of contexts and disciplines to respond in meaningful ways to the process ofmajor change that impinge upon them and their work.