"Organisational transformation": Wavering on the edge of ambiguity
Organisational transformation has become one of the most used change concepts of our time, but researchers and practitioners seldom pause to consider the meaning of this concept more explicitly. The meaning parameters of organisational transformation are explored from within the prevailing literatur...
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doaj-8165f7b3e67e4995a805354361661f0f2020-11-24T22:26:04ZengAOSISSA Journal of Industrial Psychology0258-52002071-07632004-10-0130310.4102/sajip.v30i3.164160"Organisational transformation": Wavering on the edge of ambiguityC. L. Van Tonder0Rand Afrikaans UniversityOrganisational transformation has become one of the most used change concepts of our time, but researchers and practitioners seldom pause to consider the meaning of this concept more explicitly. The meaning parameters of organisational transformation are explored from within the prevailing literature and considered in terms of the results of a qualitative study of limited scope conducted among managers of a local government institution. Both the literature and the findings of the study reveal substantial variation in the meaning of transformation, which is considered undesirable for change management practices. The implications of the study are briefly indicated. Opsomming Organisasie transformasie het een van die mees gebruikte veranderingskonsepte van ons tyd geword, maar navorsers en praktisyns verpoos selde om die betekenis van die konsep meer eksplisiet te oorweeg. Die betekenisparameters van organisasie transformasie word vanuit die bestaande literatuur ondersoek en vergelyk met die resultate van ’n kwalitatiewe studie van beperkte omvang wat met bestuurders van ’n plaaslike regseringsinstansie onderneem is. Beide die literatuur en die bevindinge van die studie toon omvangryke variasie in die betekenis van transformasie, wat as ongewens vir veranderingsbestuurspraktyke beskou word. Die implikasies van die studie word kortliks aangedui.https://sajip.co.za/index.php/sajip/article/view/164Organisational transformationAmbiguity |
collection |
DOAJ |
language |
English |
format |
Article |
sources |
DOAJ |
author |
C. L. Van Tonder |
spellingShingle |
C. L. Van Tonder "Organisational transformation": Wavering on the edge of ambiguity SA Journal of Industrial Psychology Organisational transformation Ambiguity |
author_facet |
C. L. Van Tonder |
author_sort |
C. L. Van Tonder |
title |
"Organisational transformation": Wavering on the edge of ambiguity |
title_short |
"Organisational transformation": Wavering on the edge of ambiguity |
title_full |
"Organisational transformation": Wavering on the edge of ambiguity |
title_fullStr |
"Organisational transformation": Wavering on the edge of ambiguity |
title_full_unstemmed |
"Organisational transformation": Wavering on the edge of ambiguity |
title_sort |
"organisational transformation": wavering on the edge of ambiguity |
publisher |
AOSIS |
series |
SA Journal of Industrial Psychology |
issn |
0258-5200 2071-0763 |
publishDate |
2004-10-01 |
description |
Organisational transformation has become one of the most used change concepts of our time, but researchers and practitioners seldom pause to consider the meaning of this concept more explicitly. The meaning parameters of organisational transformation are explored from within the prevailing literature and considered in terms of the results of a qualitative study of limited scope conducted among managers of a local government institution. Both the literature and the findings of the study reveal substantial variation in the meaning of transformation, which is considered undesirable for change management practices. The implications of the study are briefly indicated.
Opsomming
Organisasie transformasie het een van die mees gebruikte veranderingskonsepte van ons tyd geword, maar navorsers en praktisyns verpoos selde om die betekenis van die konsep meer eksplisiet te oorweeg. Die betekenisparameters van organisasie transformasie word vanuit die bestaande literatuur ondersoek en vergelyk met die resultate van ’n kwalitatiewe studie van beperkte omvang wat met bestuurders van ’n plaaslike regseringsinstansie onderneem is. Beide die literatuur en die bevindinge van die studie toon omvangryke variasie in die betekenis van transformasie, wat as ongewens vir veranderingsbestuurspraktyke beskou word. Die implikasies van die studie word kortliks aangedui. |
topic |
Organisational transformation Ambiguity |
url |
https://sajip.co.za/index.php/sajip/article/view/164 |
work_keys_str_mv |
AT clvantonder organisationaltransformationwaveringontheedgeofambiguity |
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