In the world, power is unequally distributed, and so it is in the humanitariansector. After the inability of the humanitarian community to meet the localisationtargets set in the Grand Bargain, the failure has been attributed, among otherreasons, to international actors’ unwillingness to cede power. This thesis aims toexplore how INGOs can hand over control to local responders and use thelocalisation agenda to re-balance the unequal distribution of power amonghumanitarian actors. This study seeks to uncover how the colonial legacies still present in the sectorhave affected the efficacies of responses and, more specifically, the realisationof the commitments related to localisation. By interviewing a series ofhumanitarian professionals involved in the localisation efforts of theirorganisations, the empirical research has investigated the persistence andimpact of power imbalances in the work of humanitarians and collected theirsuggestions on the actions that INGOs could implement to facilitate the transferof control towards local responders. The thesis suggests that power imbalances might reduce in those cases whereINGOs adopt renewed localisation commitments which address the root causesof unequal power distribution. The recommendations at the end of this workmight be highly relevant for the global debate around redefining the localisationagenda in a way that satisfies both international and local actors while alsobenefiting affected communities.

The impact of the current food system on the climate crisis challenges its actors to takeactions towards sustainability. The increasing pressure in transforming the food system requires changes at the organisational level, which sparks research interest in understanding what factors influence the integration and strengthening of sustainability in food-producing companies. This study aims to explore the organisational change process of sustainability implementation and the influence of organisational and external factors. This thesis should contribute to the field of research by analysing food-producing companies on their sustainability transition to conclude what factors drive the sustainability integration and strengthening in their organisations. Reflections on organisational change management and corporate sustainability lay the theoretical foundation for this thesis. The research follows a qualitative methodology that explores change drivers for sustainability change by conducting semi-structured interviews with six sustainability professionals. A thematic analysis of the data highlights the different approaches to sustainability of the organisations. The findings are summarised in a sustainability change framework presenting influencing factors on organisations’ sustainability transition and key drivers for sustainability change. The key findings indicate that a sustainability-oriented culture, passionate leadership, long-term commitment to sustainability, sustainability training and education, collaborative communication, sustainability measurements, the inclusion of sustainability in daily work, and a sustainable and professional brand are the key drivers to sustainability integration and strengthening.

Following the invention of Artificial Intelligence (AI) and its rapid dissemination across the globe, organisations have been experiencing a significant shift in processes, performance, and business models. As a result of the hype created by the release of ChatGPT, both the business and academic world has approached AI with a new and enormous interest. However, studies about different aspects in relation to perceptions and attitudes towards AI adoption in the private sector, and particularly, case studies are limited.  Aim: This Bachelor’s thesis aims to analyse the perceptions of management, IT management, and frontline employees about the implementation and impact of AI in large companies, focusing on Scania as a representative of a large automotive multinational corporation. Through the study, we attempt to explore the perceptions about a range of aspects about AI, such as its impact on change in organisation, impact on job and skills, trust in AI, AI opportunities and risk. We also aim to understand the effect of the advent of ChatGPT on perceptions about AI and its integration in organisation.  Methodology: This thesis is a qualitative case study that employed semi-structured interviews for collection of empirical data. The sample was generated through convenience sampling and included representatives of the company of following groups: IT-managers, managers, and non-managerial employees. This ensured a broad representation of views concerning AI implementation and impact in Scania. Conclusion and Contribution: Our findings reveal that AI implementation and impact perceptions range depending on job roles, primarily when it comes to the perceptions towards AI usefulness, risks and opportunities, and its impact on jobs. Additionally, we argue that the launch of ChatGPT has enhanced AI’s awareness and acceptance as a new technology. The thesis can be utilised as a basis for future studies on perceptions and factors affecting AI implementation and impact of representatives of different job positions and levels, as well as a guidance for managers on employees' awareness, expectations, and opinions on AI.

Digital transformation within incumbent organisations is an ongoing issue as they grapple with knowing how to proceed. This research aims to guide incumbents on how to organise for digital transformation (DT) by asking the question, how does internal complexities within a peripheral production unit affect its digital transformation? To answer this question, a case study was conducted utilising the Gioia methodology, interviews, and observations. The findings illustrated different levels of digitalisation within the Factory, and that a lack of vision inhibits DT. The study contributes to DT research by adding empirical research in the context of DT and traditional industries. Moreover, it highlights how internal conditions for DT vary, resulting in asymmetrical efforts to transform across the Factory.

This thesis aims to offer practical guidance for organisational change to successfully implement the Digital Product Passport (DPP). Additionally, it aims to identify specific AI-Nudges that can foster the DPP implementation. The DPP, as proposed by the European Commission, is a unified tool designed to capture and store comprehensive product lifecycle data. It should promote sustainability and circularity in products by ensuring traceability, transparency, and accountability across the entire supply chain. Despite its potential, successful implementation of the DPP requires organisational change and overcoming a significant challenge: the Knowing-Doing Gap. This means that knowledge is not translated into action. A qualitative research approach was used with semi-structured interviews with behavioural economics, AI and organisational change experts and thematic analysis. The findings revealed that while many organisations are aware of the DPP, fewer have progressed to actual implementation. The analysis supported the existence of the Knowing-Doing Gap, highlighting barriers such as resource constraints, abstract goals, and insufficient technological infrastructure. To overcome these barriers, Kotter’s 8-Step Model of Change was contextualised, offering actionable steps for organisations, including interdisciplinary collaboration, stakeholder engagement, data management, and establishing new norms. Additionally, the study exemplified specific AI-Nudges that can support the implementation of the DPP. These included a Reminder-Tracking AI-Nudge for the project team and employees, a Data Usage AI-Nudge for project teams, an Decision-Making AI-Nudge for purchasing departments, and a Recommendation AI-Nudge for consumers. As a result, this study provided a theoretical framework and process model for the DPP implementation.

Summaries in Afrikaans and English / Die tradisionele benadering tot bestuur het die Suid-Afrikaanse korrektiewe sisteem sedert sy ontstaan gedomineer. Die vraag wat ontstaan, is of daar enige praktiese, werkbare altematiewe is, veral omdat die huidige strategiese ingesteldheid, argitektuur en menslike hulpbronne onder verdenking is. Hierdie navorsing bevestig die vermoede dat 'n nuwe benadering tot strategie, struktuur, kultuur, bestuursfilosofie, werkspraktyke en mense te voorskyn kom en dat dit alleenlik gemobiliseer kan word deur organisasievernuwing. 'n Penologiese sisteem wat 'n deelnemende bestuursbenadering aanvaar, sal as 'n wereldleier geklassifiseer word. / The traditional approach to management has dominated the South African correctional system since its conception. The question arises whether there are any practical workable alternatives, especially as the present strategic intent, architecture and human resources are under suspicion. This research confirms the supposition that a new approach to strategy, structure, culture, management philosophy, work methods and people is emerging and that this approach can be enabled only by organisational renewal. A penological system that adopts a participative management approach would be classified as a world leader. / Penology / M.A. (Penology)

Summaries in Afrikaans and English / Die tradisionele benadering tot bestuur het die Suid-Afrikaanse korrektiewe sisteem sedert sy ontstaan gedomineer. Die vraag wat ontstaan, is of daar enige praktiese, werkbare altematiewe is, veral omdat die huidige strategiese ingesteldheid, argitektuur en menslike hulpbronne onder verdenking is. Hierdie navorsing bevestig die vermoede dat 'n nuwe benadering tot strategie, struktuur, kultuur, bestuursfilosofie, werkspraktyke en mense te voorskyn kom en dat dit alleenlik gemobiliseer kan word deur organisasievernuwing. 'n Penologiese sisteem wat 'n deelnemende bestuursbenadering aanvaar, sal as 'n wereldleier geklassifiseer word. / The traditional approach to management has dominated the South African correctional system since its conception. The question arises whether there are any practical workable alternatives, especially as the present strategic intent, architecture and human resources are under suspicion. This research confirms the supposition that a new approach to strategy, structure, culture, management philosophy, work methods and people is emerging and that this approach can be enabled only by organisational renewal. A penological system that adopts a participative management approach would be classified as a world leader. / Penology / M.A. (Penology)

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)

Change is invariable and continuous, and has become inevitable in almost every sphere of business. The FNB Namibia operates in a highly vibrant competitive environment that is influenced by external and internal change drivers, and has not been resistant to any forces of change. This study was conducted to examine the relationship between corporate culture and organisational change of FNB Namibia. In this study corporate culture is the independent variable while organisational change is the dependent variable under the investigation. The data were collected through the questionnaires distributed to the staff members of the bank. A total of 50 questionnaires were administered, 33 of the questionnaires were correctly completed and returned. The findings showed that there is a relationship between corporate culture and organisational change. The findings also showed that the dominant existing organisational culture at the bank is hierarchy culture. Even though hierarchy culture is found to be the dominant organisational culture of the bank, the findings however, further revealed that the bank has adopted all four types of organisational culture. The study also found that different types of organisational culture have different levels of perceptions towards organisational change. / Business Management / M. Tech. (Business Administration)

During times of organisational change and restructuring, employees, are often placed in acting positions. Consciously, organisations frame their reasons for this practice as preparing the system for a new strategy, organisational structure, work distribution and leadership challenges. This implies that the conscious reasons for using acting as a human resources practice may not be sound, leading to a question about the possibility of unconscious collusions operating in the system. From an unconscious perspective, it can be hypothesised that this practice represents how organisations respond to its unprocessed unconscious anxieties inherent to change, transformation and adapting to new ways of thinking, operating and functioning. This research was done using systems psychodynamics as theoretical paradigm and theory, offering a depth-psychology organisational theory, OD consultancy and qualitative research stance which differentiate between conscious and unconscious. The unconscious contains anxiety against which the system defends, specifically, by using dependence, fight/flight, pairing, me-ness and we-ness. Role identity consists of the normative, existential and phenomenal roles. If the three role parts are similar, anxiety is contained and bearable. When there are splits between the three role parts, persecutory and paranoid anxiety exists. The acting professionals’ normative role was relatively clear. In their existential role they introjected confusion, uncertainty, splits about their competence, doubt in their own authority, shame, and conflict in their view of the other. In their phenomenal role they received projections from the organisation about incompetence and denigration. The findings indicated how acting professionals experienced different kinds and intensities of anxiety. They got confused about their primary task, and the differences between their normative, existential and phenomenal roles caused high levels of performance anxiety. They struggled to manage their personal and work boundaries and the system de-authorised them by withholding information and feedback about their contribution to the organisation and their acting tenure. Acting professionals experienced being seduced by the power of the organisation, their careers being placed on hold, and being bullied by the systemic illness and toxicity in the organisational. It was concluded that the organisational system unconsciously uses acting positions as a psychodynamic container of organisational change anxiety. / Industrial & Organisational Psychology / Ph.D. (Consulting Psychology)