Bakgrund: Att driva en förändringsprocess är en nödvändig men samtidigt svår arbetsprocess. En underliggande motor till förändringsprocesser är idag digitaliseringen, ett fenomen som orsakat konsekvenser för många branscher. John Kotters åtta steg för en lyckad förändring har blivit en av de mest betydelsefulla teorierna inom området. Syfte: Uppsatsen syftar till att med hjälp utav Kotters åtta steg för en lyckad förändring skapa förståelse kring hur organisationer inom detaljhandeln kan bedriva framgångsrika förändringsprocesser i dagens digitaliserade samtid. Uppsatsen ämnar även att undersöka huruvida modellen är applicerbara för förändringsprocesser i dagens digitalisering. Metod: Studieobjektet är en detaljhandelsorganisation som utfört relevant förändringsprocess. Analysmetoden är kvalitativ, där semistrukturerade intervjuer har resulterat i en kronologisk fallstudie över förändringsprocessen. Analys och slutsats: Studien visar att vald förändringsprocess går att utvärdera efter Kotters åtta steg. Studien visar även att modellen både är relevant och applicerbar i digitaliseringens förändringar. Avslutningsvis föreslår vi att modellen istället för sekventiell bör betraktas som iterativ.

Organisational design, development and change management is about dealing with the effectiveness and efficiency of organisations. Organisational design, development and change management practitioners use systematic strategies and approaches to improve the productivity of organisations and the well-being of individuals. In order to do this, the organisational design, development and change management practitioner must be able to manage customers, competition, change, relationships and processes. There is a need to understand the impacts of successful organisational design, development and change management implementations as they influence the success of an organisation. The aim of this study is to explore practitioners’ knowledge and experiences of organisational design, development and change management implementation. The objectives included explorations of practitioners’ experiences working on organisational design, development and change management implementations. The study is qualitative, exploratory research. Data was collected by means of face-to-face interviews guided by a semi structured interview schedule. Participants’ were practitioners working in the field of organisational design, development and change management. The study used non-probability (non-random) purposive, snowball sampling. The data was analysed using thematic content analysis to identify themes and sub themes in the data. The findings indicate what organisational design, development and change management involves, what the benefits are and the successes and challenges practitioners have encountered during implementation. The macroeconomic environment in which organisations operate is ever changing and in order to keep up, organisations need to call on experienced practitioners to assist in managing the change. The implications of the results will assist the industry as well as organisations to understand the value organisational design, development and change management implementations in enabling business strategies and driving organizations to achieve its business objective thus promoting and growing the discipline and practice.These insights will also contribute to the discipline and the availability of such data will assist future practitioners to be more effective in their roles.

Physical and electronic resources, tools and environments are increasingly being integrated within mainstream higher education. As institutions seize the potential of technology enablement, blended learning formats have become popular. For the blended learning format to positively impact the quality of education in the institution its effective integration into existing practice is crucial. The Monash South Africa Foundation Programme, a division of Monash University that provides an alternative pathway into higher education, has its focus firmly on delivering quality academic development yet must successfully navigate the challenges of implementing blended learning as part of an institution wide strategic plan for academic excellence. The purpose of this study was to investigate how the perceptions and attitudes of a teacher in the programme towards blended learning echoed the strategic plan of the institution to use the blended learning approach. A qualitative single case study was developed around one teacher, framed by the context of the institution’s strategic education plan and the programme environment, in order to develop a rich narrative of his experience. Multiple methods of data collection were used to allow for results to be triangulated. The study showed that this teacher’s perceptions and attitudes reflected a positive disposition towards the implementation of blended learning but that the perceived barriers placed the individual’s potential of achieving the institutional goals for incorporating blended learning at risk. The need for effective change management and staff that would champion the innovation was identified. An accumulative narrative of teacher experiences was advocated to develop theories to support further effective blended learning in the programme and the institution and thus enable the institution’s strategic goals of achieving academic excellence at ground level.

Purpose – The purpose of this study is to enhance the understanding of how organizations can improve their cyber security with change management. To fulfill the purpose, the following research questions were developed: RQ1: What are the key factors for effective change management in the context of cyber security? and RQ2: How can organizations manage these factors to improve cyber security? Method – A qualitative research method with an inductive approach was chosen. The empirical data collection was performed as a multiple case study with 16 semi-structured interviews with respondents from six organizations, and the data were analyzed through a thematic analysis. Result – The findings of this study is gathered in a framework for successful cyber security culture change that highlights each essential activity for how to improve cyber security with change management. It also shows when and how these activities should be performed, when to consider each leadership characteristic, and what employee sensemaking needs that should be considered during the process.  Theoretical contribution – The study contributes to both cyber security literature and change management literature. It contributes to the cyber security literature by providing a processual model that illustrates the factors dependency of each other. Also, by adding the perspective of sensemaking, the study provides an overall picture, with both a leader and employee perspective, of how change management can be used to improve cyber security. Additionally, this study extends earlier change management literature by providing a sensemaking approach to the change process. Managerial implications – The study contributes with valuable insights for management in practice by presenting a framework that can help CISO’s, security consultants or other managers responsible for the organizations security to execute successful cyber security culture change. With the presented framework, they can plan, execute and sustain the change in the organization’s cyber security culture.

The importance of enhancing internal communication and its content during organisational change appears to be neglected by many organisations. Although change management literature agrees generally about the role that communication plays in facilitating change, there is still a dearth of empirical studies that focus on improving internal communication during organisational change phases. The evolution of communication technology has provided some new tools that can enhance internal communication within an organisation. This study explores the role of using of one of these new communication technologies in communicating organisational change through the development of a novel conceptual model. The developed model covers the communication needs in each phase of a planned change, and combines the benefits of communicating organisational change with the benefits of using Enterprise Social Networks (ESN), as found in the literature. The aim is to investigate empirically how ESN as a new internal communication technology can be employed to communicate organisational change effectively in order to facilitate that change. To do so, the researcher in this study has applied a qualitative approach through a case study strategy in order to validate the conceptual model being proposed. The researcher conducted 32 interviews and analysed all of them qualitatively using Nvivo software. The findings of the conducted study revealed that using ESN had many positive impacts on employees, such as increasing their awareness, engagement and participation, which helped to facilitate the overall change projects. Moreover, the study proved the suitability of the validated novel model to contribute in facilitating organisational change through ESN, which can guide leaders, managers, change agents and academics on how ESN can be used to communicate planned change effectively in order to facilitate it.

During the past two decades there have been significant changes in the landscape for higher education. Among these was a trend for universities and colleges to respond by adopting a more market-driven approach, leading to the introduction of new public management within universities and colleges, which led to the emergence of tensions between the academic and quasi business aims. In 2004 the UK government changed the criteria for the grant of degree-awarding powers and university title opening up the possibility for non-public organisations to apply. This thesis presents the case study of a private sector for-profit organisation as it introduced a more robust quality assurance infrastructure during the application process for taught degree-awarding powers. The analysis is undertaken within a conceptual framework developed from institutional and agency theory. The need to demonstrate legitimacy and the influence of key groups played a large part in the changes made. Using data collected via participant observation, key informant interviews and documentary evidence, the study examines the changes and management actions that took place during the period between June 2004 and July 2009 in order to identify the strategies that were adopted to manage the tensions between the academic standards and the commercial imperative of meeting shareholder expectations. The study contributes to the literature covering change in educational institutions and in particular that which reports on the introduction of a more business-oriented approach to the management of universities. The study is able to bring a new perspective to studying the management of tensions between academic and business aims by looking at the issues from an alternative angle. The key strategy developed was a gradual rationalisation of the academic aims within the business aims such that the duality of aims was diminished.

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The National Health Laboratory Service is a single national entity to provide laboratory services to the public sector in SA. The NHLS came into being by amalgamating five large independent pathology service providers. The research will provide insight on how to manage change and stakeholder relations during mergers.

This study examines organisational change within the Gauteng Department of Infrastructure Development (DID) “the Department”, focusing on the strategies that should have been implemented in order to reduce the resistance to change and minimise the negative impact change brought to the employees. The study also focuses on employee satisfaction and the impact of change on the psychological contracts from a broad perspective of employees within the organisation.

The successful institutionalisation of digitally-enabled service transformation (DEST) in the UK public sector has always been a challenge for the government. Associated with technology and managerial impediments, the derailment of several DEST projects in recent years has attracted much scholarly debate. Nonetheless, overt emphasis on the antecedents and effects of DEST institutionalisation has concealed the real events underpinning the transformation process, especially the 'social' interactions between the institutional actors and structures, as well as their role in the DEST institutionalisation process. Hence, this research aims to explore the roles of the actors and structures in DEST institutionalisation as working practice in public institutions. To do so, this research develops a conceptual framework grounded on Institutional Theory and Structuration Theory concepts, derived from the analysis of four past DEST cases in the UK. The framework is used in a qualitative enquiry that explores the well-publicised Universal Credit transformation case through interviews, focus groups and review of documentary and parliamentary-select-committee-media evidence. The findings offer insights into the deinstitutionalisation and structuration processes in the study of DEST institutionalisation to better understand the implementation of change in public institutions. This study concludes that actors and structures play important roles in structuring the DEST institutionalisation process as working practice in public institutions. Actors could manipulate structures of meaning, power and norms to promote desired actions in shaping practices that support DEST institutionalisation.