Original Research

"Organisational transformation": Wavering on the edge of ambiguity

C. L. Van Tonder
SA Journal of Industrial Psychology | Vol 30, No 3 | a164 | DOI: https://doi.org/10.4102/sajip.v30i3.164 | © 2004 C. L. Van Tonder | This work is licensed under CC Attribution 4.0
Submitted: 26 October 2004 | Published: 26 October 2004

About the author(s)

C. L. Van Tonder, Rand Afrikaans University, South Africa

Full Text:

PDF (214KB)

Share this article

Bookmark and Share

Abstract

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.


Keywords

Organisational transformation; Ambiguity

Metrics

Total abstract views: 3766
Total article views: 14501

 

Crossref Citations

1. Real Organizational Transformation: Task Force Delta and the U.S. Army
Jonathan Czarnecki
SSRN Electronic Journal   year: 2018  
doi: 10.2139/ssrn.3148041