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by Ng Long-Tan. / Thesis (M.B.A.)--Chinese University of Hong Kong, 2000. / Includes bibliographical references (leaves 51-55). / ABSTRACT --- p.iii / TABLE OF CONTENTS --- p.iv / LIST OF ILLUSTRATIONS --- p.vi / ACKNOWLEDGEMENT --- p.vii / Chapter / Chapter I --- INTRODUCTION --- p.2 / Chapter II --- LITERATURE REVIEW --- p.5 / The Applicability of Social Accounts Theory in Change Management --- p.5 / Classification of Social Accounts Theory --- p.7 / Types of Social Accounts --- p.8 / Chapter (a) --- Mitigating Accounts: lessening apparent responsibility --- p.8 / Message-Communicator Characteristics --- p.9 / Chapter (b) --- Exonerating Accounts: legitimate motives --- p.11 / Chapter (c) --- Reframing Accounts: altering perceptions about consequences --- p.12 / Chapter III --- RESEARCH SETTING --- p.14 / Hypotheses --- p.14 / Conceptual Framework of this study --- p.16 / Chapter IV --- THE CHANGE PROGRAM --- p.17 / Introduction --- p.17 / Company Background --- p.17 / The Change Program --- p.18 / Action Plans Recommended by PricewaterhouseCoopers --- p.19 / The Implementation of the Change Program --- p.21 / Chapter V --- RESEARCH METHODOLOGY --- p.24 / Data Collection --- p.24 / Measurement of Questionnaire --- p.25 / Chapter VI --- RESULTS --- p.30 / Correlation --- p.30 / Regression --- p.33 / Chapter VII --- DISCUSSION --- p.37 / Message communicate characteristics --- p.37 / Exonerating Motives --- p.40 / Reframing Outcome --- p.42 / Chapter VIII --- LIMITATIONS AND CONCLUSION --- p.46 / Limitations --- p.46 / Conclusion --- p.47 / BIBLIOGRAPHY --- p.51 / APPENDIX --- p.56

Abstract The opening up of the government policy and the joining of private owned operators are the results of keen competition in the entire telecommunications industry. The saturated market, low customer loyalty, plus 3G operators¡¦ seizing on a market share, and recruiting talents from competitors have forced the industry to undergo restructuring. The only way to run the business perpetually is to change the existing organization so that it can survive the turmoil and generate profits. Former British Prime Minister Winston Churchill once said ¡§To improve is to change; to be perfect is to change often. ¡§. Therefore, operators with smaller market share (Y) choose to be on the initiative and cooperate with the operators (X) with larger market share. In this circumstance, X and Y¡¦s cooperation also proves a phenomenon of ¡§The larger will always be larger.¡¨ To ensure both sides¡¦ competitive advantage, operators X choose to proceed with merger and acquisition as well as organizational change. The result proves that operator X¡¦s decision is in the right direction. To reach a win-win result for both operators and their employees, this academic research focuses on case study of operators X, and Y. Both operators have gone through organizational change for over half a year, and it is now the most appropriate time to examine the outcomes of the change. This research applied both survey and interview methods, and the findings are: 1. The workforce in the telecom industry tends to be younger. The age group, sex and marriage distribution among operators X, X1, X2, and Y are very similar which is contributive to the change. 2. Comparing development of individual employees, solution provided by the employers, and leadership as well as employee interaction, the biggest factor that influence on the change is solution provided by the employers. 3. There are significant differences on operating procedures and management systems after the change. The differences for departments T, N, S, D, G are especially more satisfaction than that for department A. The problem analysis addressed in this pure academic study will serve as a reference for operator X when it carries out another organizational change in the future.

Syfte: Förutom att undersöka identifierade aspekters påverkan på medarbetares upplevelser i en organisationsförändring, är syftet också att visa på vilka drivkrafter och/eller hinder som medarbetarna upplever för att ur ett praktiskt syfte kunna bistå chefer och ledningsgrupper inom andra kommuner. Metod: Studien har utgått från en kvalitativ forskningsstrategi. Studien utgår från en hermeneutisk utgångspunkt med induktiva inslag. Teoretisk referensram: Teorin består av forskning gällande organisationsförändring och identifierade aspekter som påverkar medarbetare under förändringar (Ledarskap, kommunikation, delaktighet). Analys: De olika aspekterna interagerar med varandra och sammanfaller i många avseenden. Slutsats: Ingen av de tre utvalda aspekterna kan med fördel isoleras från de andra för att styra medarbetarnas upplevelse av en organisationsförändring. Vi vill också hävda att ingen av de tre aspekterna skulle bära mindre tyngd än de övriga när det gäller deras effekt på medarbetarens upplevelse av organisationsförändringen inom kommun x.