This study was an evaluation of the change management strategy implemented at the Foschini Retail Organization. An explanatory study was conducted by drawing up a case study and thereafter comparing the initiatives taken in the case study to an ideal change process model. In order to conduct a more focused design only four factors updating on the change management process were considered. These factors were :The nature of organizational change and the philosophy behind the Foschini Retail Academy; The need to develop a change approach which is suitable for the organizational specific context; The managerial and personal status designed by a successful change agent; The difference between the design of recipe - driven or formulaic approaches to change implementation and more context - specific approaches. Information for the case study was mainly obtained from interviews and focus groups. The problem matching technique was performed the case study, where strategy implementation was compared to those recommended in literature. It was found that there was effective change planning and communication. The change management process was tailored to suit the organization's specific context. The change agent had to have strong managerial and leadership status. The senior management team at Foschini had identified specific outputs that they expected after the role out of the academy and thereby careful emphasis and plan went into the context - specific approaches to the change process. The management team at Foschini had taken all aspects into account when designing the change strategy as recommended, by information gathered from literature and certain areas in communication and planning that needed to be implemented. / Thesis (MBA)-University of Natal, Durban, 2002.

Research report submitted to the School of Economic and Business Sciences, Faculty of Commerce, Law and Management, University of the Witwatersrand, 2013. / In recent years, Radio Frequency Identification (RFID) Technology has transformed from being unknown to mainstream applications that help facilitate the managing of manufactured goods and materials. Its information storage capacity as well as its ability to transfer information through contactless means without line-of-sight translates to significant advantages to deliver various benefits for retailers and their clients in the retail settings. However, up until now RFID technology has gained very little momentum and the status of adoption particularly of retail organisations in South Africa is unknown. To fill this research gap, an exploratory study that draws on the Technology-Organisation-Environment (TOE) framework was employed to provide a deeper understanding of South African retailers’ perceptions of RFID adoption. Five interviewees representing their respective organisations participated in the study. The findings suggested that the adoption level is very low and only one organisation from the sample used had done a pilot project. The results also indicated that cost, standardisation and government support influenced the adoption of the technology. Complexity and technology competence were not considered to have any influence in the adoption of the technology. Competitive pressure was not deemed influential if the technology was not embedded in the whole supply chain, a somewhat surprising result. There were no anticipated impacts on the employees if this technology was implemented. Methodological and practical implications are also discussed.

Some retail managers encounter challenges with efficiency and responsiveness in their attempts to gain and maintain a competitive advantage in the retail industry. Many retail managers are receptive to changes in global markets, technology, and customer demands. The purpose of this qualitative single case study was to explore the strategies that some retail managers used to motivate their sales associates to maintain a competitive advantage in the retail industry. Maintaining a competitive advantage increases profitability and customer satisfaction. Sustainable Supply Chain Management was the primary conceptual framework for this study. The purposive sample consisted of 4 retail managers from a mid-sized retail distribution organization in southeastern Georgia. Face-to-face interviews were recorded, transcribed, verified, and analyzed. Analysis in this qualitative single case study was based on the sustainable supply chain management framework. Four emergent themes were identified relating to essential strategies, ethical factors, risk factors, and the value of sustainable strategy toward stakeholders, suppliers, and customers. Implications for positive social change include retail managers’ improved ability to motivate their sales associates to maintain a competitive advantage, which will allow organizations to sustain their progress in the community and thereby contribute to the success and wellbeing of employees, families, communities, and the economy. Motivated and qualified employees tend to remain with their organizations, which is good for employees and their families, as well as the business, the community, and the economy.