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Yes / Nearly twenty years after the publication of the (in)famous In Search of Excellence, the notion of `cultural change¿ within organisations continues to excite attention. This is readily understandable, since cultural interventions offer practitioners the hope of a universal panacea to organisational ills and academics an explanatory framework that enjoys the virtues of being both partially true and gloriously simple. Such a combination is apparent in the way that many attempts to shape organisational culture are presented to the public: as simple stories with happy endings.1 This article attempts to rescue a fairy-tale. The story of British Airways is one of the most widely used inspirational accounts of changing culture. Throughout the 1980s and 1990s it was used to demonstrate the necessary compatibility of pleasure and profits2 in celebratory accounts where culture change is presented as the only explanation for the transformation that occurred. This corrective makes no attempt to deny the very substantial changes that took place in BA. Rather, it sets these in context noting the organisation¿s environment at the time of the transformation, the structural changes that took place and observes the impact that such changes had over the long term.3¿5

No / Digitally-Enabled Service Transformation (DEST) projects in public sector institutions are viewed as a choice of strategic response towards changes in policy. Such transformation can destruct institutional stability and legitimacy and result in failure if the complex institutional setting of the public sector is not comprehended in the change-institutionalisation effort. Through a multiple case enquiry, this study examines how institutional pressures contribute towards the emergence of DEST in public agencies and how newly introduced transformation is implemented and diffused within the institutional setting. The findings highlight that as a form of technology driven change, DEST is characterised and shaped dominantly by continuous interplay with institutional elements and the impact of these interactions define the institutionalisation, deinstitutionalisation and re-institutionalisation of DEST. Ability to recognise such stages and provide the required support will determine a public institution's ability to effectively manage DEST and attain its strategic goals.

Yes / National and international guidance recommends whole-school approaches to physical activity, but there are few studies assessing their effectiveness, especially at an organisational level. This study assesses the impact of the Creating Active School's (CAS) programme on organisational changes to physical activity provision. In-school CAS leads completed a 77-item questionnaire assessing school-level organisational change. The questionnaire comprised 19 domains aligned with the CAS framework and COM-B model of behaviour change. Wilcoxon Signed Rank Tests assessed the pre-to-nine-month change. >70% of schools (n = 53) pre-CAS had inadequate whole-school physical activity provision. After nine months (n = 32), CAS had a significant positive effect on organisational physical activity. The positive change was observed for: whole-school culture and ethos, teachers and wider school staff, academic lessons, physical education (PE) lessons, commute to/from school and stakeholder behaviour. This study provides preliminary evidence that CAS is a viable model to facilitate system-level change for physical activity in schools located within deprived areas of a multi-ethnic city. To confirm the results, future studies are required which adopt controlled designs combined with a holistic understanding of implementation determinants and underlying mechanisms. / Z.E.H is funded via match funded PhD by the University of Bradford and Sport England Local Delivery Pilot Bradford. Authors, A.D-S and D.D.B. were supported by Sport England’s Local Delivery Pilot—Bradford. A.D-S and D.D.B were (also) supported by the Welcome Trust, a joint grant from the UK Medical Research Council (MRC) and UK Economic and Social Science Research Council a British Heart Foundation Clinical Study grant [CS/16/4/32482] the National Institute for Health Research under its Applied Research Collaboration Yorkshire and Humber [NIHR200166]; ActEarly UK Prevention Research Partnership Consortium [MR/S037527/1]; NIHR Clinical Research Network through research delivery support for this study.

Thesis (M.B.A.)-Business Studies Unit, Durban Institute of Technology, 2004 xiii, 128 leaves / The research study conducted was an investigation into the change process and its effect on employees, a case study of Antalis (Pty) Ltd. The objective of the research was to achieve a better understanding of how the company had changed and whether or not the change process was the correct one to have undertaken under the circumstances, and to investigate the effects the change had on the employees and the culture of the company. / M

Thesis (M.B.A.)-Business Studies Unit, Durban Institute of Technology, 2004 xiii, 128 leaves / The research study conducted was an investigation into the change process and its effect on employees, a case study of Antalis (Pty) Ltd. The objective of the research was to achieve a better understanding of how the company had changed and whether or not the change process was the correct one to have undertaken under the circumstances, and to investigate the effects the change had on the employees and the culture of the company.

Thesis (M.B.A.)-Business Studies Unit,Durban Institute of Technology, 2004 x, 101 leaves / The research explored employees’ opinions on goal clarity, trust in management and perceptions of organisational readiness for change at Durban Institute of Technology (DIT). Where the organisation is going is critical in order for change to be successful, hence, clarity of organisational direction is vital during any change process. / M

Organizations experience challenges despite efforts to increase productivity through implementing large-scale enterprise systems. Leaders of local government institutions do not understand how to achieve expected and desired benefits from the implementation of enterprise resource planning (ERP) systems. Lack of alignment between social and technical elements in ERP implementation depresses organizational productivity. The purpose of this quantitative correlational study was to examine whether social and technical elements increase use and productivity in ERP implementation. The research questions addressed the relationship between ERP and organizational efficiency, cross-functional communication, information sharing, ease of ERP use, and ERP usefulness. Sociotechnical systems theory provided the theoretical basis for the study. Data were collected from online surveys completed by 61 ERP users and analyzed using Wilcoxon matched pairs statistics and Spearman's correlation coefficient. Findings indicated a positive significant relationship between ERP and information sharing, a positive significant relationship between ERP system quality and ease of ERP use, and a positive significant relationship between ERP system quality and organizational productivity. Findings may be used by local government leaders, technology managers, and chief information officers to ensure ERP sustainability and increase productivity.

Thesis (M.B.A.)-Business Studies Unit,Durban Institute of Technology, 2004 x, 101 leaves / The research explored employees’ opinions on goal clarity, trust in management and perceptions of organisational readiness for change at Durban Institute of Technology (DIT). Where the organisation is going is critical in order for change to be successful, hence, clarity of organisational direction is vital during any change process.

E-Government applications have emerged rapidly in the developing world. This is due to its usefulness as an enabling tool to increase efficiency and enhance transparency. This research focuses on insights into the implementation process of e-Government within the context of developing countries. Institutional theory was the change theory applied since it explains why organisational structures and values endure. The neo-institutional theory was adopted by using multi-level approach and multi-stakeholder analysis, and these enable environmental forces to be used with other factors such as organisational and role of network actors. Due to its flexibility, institutional theory has been combined it with other theories and models such as: Lewin’s 3-stage model (deeply enriches understanding of how change occurs as well as the role of change agent); Driver-Barrier model (to assist in recognising the potential drivers and barriers that might influence successful e-Government implementation); Comprehensive Barrier framework (relevant for study of e-Government and information system barriers that could be used as checklist for project planning and evaluation);and Three-Quarter Moon model (developed for e-Commerce adoption and applied the model to e-Government implementation) The research questions and proposed framework were tested and validated by carrying out qualitative analysis using multi-methods approach for data collection. Case study research was adopted with focus on government-to-employee (G2E) within public sector organisations in Nigeria, West Africa. The research collection strategy included an in-depth investigation of organisations’ information systems using both primary and secondary data collection. The series of techniques adopted are questionnaire responses, interviews, document analysis and observation. The research findings suppose that most of the factors – internal and external, and characteristics – benefits, barriers and risks, identified as influential to e-Government implementation are similar to those discussed in existing literature, although some may be specific to the Nigerian public sector context. Based in the findings, the researcher was able to reconceptualise the developed model for e-Government implementation, which was specific to the case study. The model was then extended for application by other countries. A novel subset model – Rectangular Four-Actor-Activity - was also developed for identifying e-Government implementation key actors and their main activities, which is a subset of the holistic framework. The conceptualised model should help managers and academicians to understand the step-by-step guide to e-Government implementing process by ranking and mapping of relevant concepts and factors within the framework, understanding the difference between theory and practice in terms of e-Government implementation. The researcher therefore accomplishes that this study extends to the knowledge in the aspect of e-Government implementation from organisational perspectives, Government-to-Employee (G2E); thus contributing to the Information System (and e-Government implementation) literature through reviewing the range of studies using a wider multi-level and multi-method approach. This includes combining institutional theory with other models. This enables development of a holistic conceptual model for implementing e-Government, including a subset model for e-Government key actors and their main activities throughout the development life cycle.