- Title
- A case study of role conflict experienced by change champions during organisational change
- Creator
- Nakani-Mapoma, Xoliswa Faith
- ThesisAdvisor
- Pearse, Noel
- Subject
- Organization change
- Subject
- Organization change -- Management
- Subject
- Role conflict
- Subject
- Organizational behavior -- Case studies
- Subject
- Corporate culture -- Case studies
- Date
- 2019
- Type
- text
- Type
- Thesis
- Type
- Masters
- Type
- MBA
- Identifier
- http://hdl.handle.net/10962/96848
- Identifier
- vital:31337
- Description
- A change champion has been defined as a person from any level of the organisation who is skilled at initiating, facilitating and implementing change, and who can effectively champion organisational changes. From a review of the literature, it was anticipated that change champions may experience role conflict, due to the multiple roles that they needed to fulfil simultaneously. Informed by organisational role theory, this research investigated the change management programme of a specific public entity as a case study, and analysed the nature of the role conflict that change champions experienced during a specific organisational change. Semi-structured interviews were conducted with four change champions, the change coordinator and the Executive Director Corporate Services. The organisational documents that relate to change management were also consulted with a view to providing background information and an overview of the change management programme. A deductive thematic analysis approach was used to analyse the data. A coding framework was developed prior to the collection of data, and was used for the identification of theoretical codes and themes in the data. The following codes were developed and explored as types of role conflict: role ambiguity, person role conflict, role strain, role overload and role incompatibility. In terms of the findings, this study confirmed that change champions did experience role conflict during organisational change, mainly due to various expectations that come from different role senders. In the light of these findings, it was recommended that senior managers could reduce the incidents of role conflict by training change champions, introducing an orientation programme for new change champions, consider their personal values when appointing them, and allocating sufficient time for change champions to fulfil this additional role. This study has contributed to the body of knowledge by drawing on role theory and applying it to change management, in order to provide insight on the role of change champions during the organisational change, and in particular the role conflict that they experienced.
- Format
- 96 pages, pdf
- Publisher
- Rhodes University, Faculty of Commerce, Rhodes Business School
- Language
- English
- Rights
- Nakani-Mapoma, Xoliswa Faith
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| Thumbnail | File | Description | Size | Format | |||
|---|---|---|---|---|---|---|---|
| View Details | SOURCE1 | NAKANI-MAPOMA-MBA-TR19-147.pdf | 1 MB | Adobe Acrobat PDF | View Details |