Exploring the identity and "sense of identity" of organisations.
- Authors: Van Tonder, C.L.
- Date: 2006
- Subjects: Organisation identity , Organisational self-descriptions , Sense of identity
- Type: Article
- Identifier: uj:6485 , http://hdl.handle.net/10210/1497
- Description: During the past two decades a steady increase in scholarly contributions in the area of organisation identity have been observed – to the point that the phenomenon is now the subject of a sustainable discourse in several disciplines. Many theoretical and conceptual dilemmas however remain, largely as a result of the low incidence of empirical research in the area. This study reports the results of an exploratory investigation that adapted Schley and Wagenfield’s (1979) concept of identity for use in an organisational setting. Interviews were conducted with 152 top managers representing 10 companies. The results indicate that organisational responses to the question “who am I?" elicit distinctive organisational self-descriptions and some awareness of identity issues.
- Full Text:
- Authors: Van Tonder, C.L.
- Date: 2006
- Subjects: Organisation identity , Organisational self-descriptions , Sense of identity
- Type: Article
- Identifier: uj:6485 , http://hdl.handle.net/10210/1497
- Description: During the past two decades a steady increase in scholarly contributions in the area of organisation identity have been observed – to the point that the phenomenon is now the subject of a sustainable discourse in several disciplines. Many theoretical and conceptual dilemmas however remain, largely as a result of the low incidence of empirical research in the area. This study reports the results of an exploratory investigation that adapted Schley and Wagenfield’s (1979) concept of identity for use in an organisational setting. Interviews were conducted with 152 top managers representing 10 companies. The results indicate that organisational responses to the question “who am I?" elicit distinctive organisational self-descriptions and some awareness of identity issues.
- Full Text:
Change risk and ignorance: attempting to cross chasms in small steps.
- Authors: Van Tonder, C.L.
- Date: 2006
- Subjects: Change management , Change risks , Ethical change
- Type: Article
- Identifier: uj:6486 , http://hdl.handle.net/10210/1498
- Description: Although the pace of organisational change is escalating, the reported success rate of large-scale change efforts remains disappointingly low. This suggests a level of risk that remains largely under acknowledged. The current study explored employee perceptions of risk in organisational change practices. Statements provided by a convenience sample of 111 respondents from seven institutions revealed a distinct awareness of change risk among employees. Identified risk areas align with the planning, involvement and implementation stages of organizational change processes. It is furthermore proposed that an ethical approach to change will minimise resistance to change and substantially reduce change risk.
- Full Text:
- Authors: Van Tonder, C.L.
- Date: 2006
- Subjects: Change management , Change risks , Ethical change
- Type: Article
- Identifier: uj:6486 , http://hdl.handle.net/10210/1498
- Description: Although the pace of organisational change is escalating, the reported success rate of large-scale change efforts remains disappointingly low. This suggests a level of risk that remains largely under acknowledged. The current study explored employee perceptions of risk in organisational change practices. Statements provided by a convenience sample of 111 respondents from seven institutions revealed a distinct awareness of change risk among employees. Identified risk areas align with the planning, involvement and implementation stages of organizational change processes. It is furthermore proposed that an ethical approach to change will minimise resistance to change and substantially reduce change risk.
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Towards a minimum conceptualisation of ethical organisational change: the platform provided by the "King II" report.
- Authors: Van Tonder, C.L.
- Date: 2006
- Subjects: Change management , Change , Ethical change , Change practices
- Type: Article
- Identifier: uj:6481 , http://hdl.handle.net/10210/1493
- Description: Despite the fact that organisational change is one of the most frequently recurring organisational phenomena of our time, organisations do not succeed at instituting change processes effectively and dismal change “success rates" are recorded. Van Tonder and Van Vuuren (2004) suggested that the adoption of an ethical framework would significantly mitigate the implicit risk of change practices and reduce the negative consequences of such change initiatives. The literature on ethical change practices however is exceedingly sparse and offers little guidance to management on how to conduct change practices ethically. This study argues that the King II report on corporate governance indirectly yet substantially informs issues of governance, risk and ethics in change management and provides a useful point of departure for establishing ethical change practices.
- Full Text:
- Authors: Van Tonder, C.L.
- Date: 2006
- Subjects: Change management , Change , Ethical change , Change practices
- Type: Article
- Identifier: uj:6481 , http://hdl.handle.net/10210/1493
- Description: Despite the fact that organisational change is one of the most frequently recurring organisational phenomena of our time, organisations do not succeed at instituting change processes effectively and dismal change “success rates" are recorded. Van Tonder and Van Vuuren (2004) suggested that the adoption of an ethical framework would significantly mitigate the implicit risk of change practices and reduce the negative consequences of such change initiatives. The literature on ethical change practices however is exceedingly sparse and offers little guidance to management on how to conduct change practices ethically. This study argues that the King II report on corporate governance indirectly yet substantially informs issues of governance, risk and ethics in change management and provides a useful point of departure for establishing ethical change practices.
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From identity to organisation identity: the evolution of a concept.
- Van Tonder, C.L., Lessing, B.C.
- Authors: Van Tonder, C.L. , Lessing, B.C.
- Date: 2003
- Subjects: Organisation identity , Organisational success
- Type: Article
- Identifier: http://ujcontent.uj.ac.za8080/10210/377209 , uj:6482 , http://hdl.handle.net/10210/1494
- Description: The view that corporate and/or organisation identity is a contributing factor to organisational success, is increasingly observed in the media. At the same time research interest in the concept appears to be on the increase. While identity is not a novel concept and has presented in different forms, it remains shrouded in ambiguity and is in need of more precise articulation. The present study revisited the origins of the identity concept and reviewed various perspectives on identity. A specific meaning structure and theoretical framework for the organization identity concept is proposed and it is concluded that contemporary views of identity are increasingly embracing earlier psychological perspectives.
- Full Text:
- Authors: Van Tonder, C.L. , Lessing, B.C.
- Date: 2003
- Subjects: Organisation identity , Organisational success
- Type: Article
- Identifier: http://ujcontent.uj.ac.za8080/10210/377209 , uj:6482 , http://hdl.handle.net/10210/1494
- Description: The view that corporate and/or organisation identity is a contributing factor to organisational success, is increasingly observed in the media. At the same time research interest in the concept appears to be on the increase. While identity is not a novel concept and has presented in different forms, it remains shrouded in ambiguity and is in need of more precise articulation. The present study revisited the origins of the identity concept and reviewed various perspectives on identity. A specific meaning structure and theoretical framework for the organization identity concept is proposed and it is concluded that contemporary views of identity are increasingly embracing earlier psychological perspectives.
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The march of time and the "evolution" of change.
- Authors: Van Tonder, C.L.
- Date: 2004
- Subjects: Change , Organisational change , Change management
- Type: Article
- Identifier: uj:6479 , http://hdl.handle.net/10210/1491
- Description: Change and organisational change are some of the most discussed topics of our time. Yet despite this, reported success rates for major organisational change initiatives remain exceptionally poor. Part of the problem is that contemporary change management practices assume a stable, unidimensional concept of organisational change. By contrast an analysis of organisational and systems thinking over the past five decades or so reveals an evolving concept of organisation and consequently invalidates the assumption of organisational change as a stable unidimensional concept. The evolving character of organisational change and its implications for change management practices are briefly indicated.
- Full Text:
- Authors: Van Tonder, C.L.
- Date: 2004
- Subjects: Change , Organisational change , Change management
- Type: Article
- Identifier: uj:6479 , http://hdl.handle.net/10210/1491
- Description: Change and organisational change are some of the most discussed topics of our time. Yet despite this, reported success rates for major organisational change initiatives remain exceptionally poor. Part of the problem is that contemporary change management practices assume a stable, unidimensional concept of organisational change. By contrast an analysis of organisational and systems thinking over the past five decades or so reveals an evolving concept of organisation and consequently invalidates the assumption of organisational change as a stable unidimensional concept. The evolving character of organisational change and its implications for change management practices are briefly indicated.
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"Organisational transformation": wavering on the edge of ambiguity.
- Authors: Van Tonder, C.L.
- Date: 2004
- Subjects: Organisational transformation , Change management , Change management practices
- Type: Article
- Identifier: http://ujcontent.uj.ac.za8080/10210/367944 , uj:6480 , http://hdl.handle.net/10210/1492
- 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.
- Full Text:
- Authors: Van Tonder, C.L.
- Date: 2004
- Subjects: Organisational transformation , Change management , Change management practices
- Type: Article
- Identifier: http://ujcontent.uj.ac.za8080/10210/367944 , uj:6480 , http://hdl.handle.net/10210/1492
- 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.
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The prediction of franchisees' effectiveness in the fast food sector with the use of locus of control.
- Kasselmann, B. Von H., Van Tonder, C.L.
- Authors: Kasselmann, B. Von H. , Van Tonder, C.L.
- Date: 2001
- Subjects: Locus of control , Predictive measure , Effective franchisees , Less effective franchisees
- Type: Article
- Identifier: uj:6560 , http://hdl.handle.net/10210/2808
- Description: The aim of the study was to determine whether locus of control can be used as a predictive measure to differentiate between effective and less effective franchisees. The locus of control inventory of Schepers (1994; 1995) was used for measuring locus of control. Relevant measurements were obtained in respect of a sample of 160 restaurants of a fast-food franchise.
- Full Text:
- Authors: Kasselmann, B. Von H. , Van Tonder, C.L.
- Date: 2001
- Subjects: Locus of control , Predictive measure , Effective franchisees , Less effective franchisees
- Type: Article
- Identifier: uj:6560 , http://hdl.handle.net/10210/2808
- Description: The aim of the study was to determine whether locus of control can be used as a predictive measure to differentiate between effective and less effective franchisees. The locus of control inventory of Schepers (1994; 1995) was used for measuring locus of control. Relevant measurements were obtained in respect of a sample of 160 restaurants of a fast-food franchise.
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At the confluence of organisation development (OD) and organisationa identity theory (OIT): enter identity interventions.
- Authors: Van Tonder, C.L.
- Date: 2004
- Subjects: Corporate identity , Organisation identity , Identity interventions , Organisational capacity
- Type: Article
- Identifier: uj:6484 , http://hdl.handle.net/10210/1496
- Description: The identity concept has been around in the form of “corporate identity" for some time, but its appearance as “organisation identity" is more recent. Emerging theory and initial empirical research suggest that an identity approach and “identity interventions" in particular, offer promising avenues to the organisation development practitioner for enhancing organisational focus, building resilience in the face of major change, and improving performance. Identity interventions in and of themselves, but also employed as pre-change interventions, build organisational capacity that would stave off premature organisational “death" and extend the organisation’s life expectancy.
- Full Text:
- Authors: Van Tonder, C.L.
- Date: 2004
- Subjects: Corporate identity , Organisation identity , Identity interventions , Organisational capacity
- Type: Article
- Identifier: uj:6484 , http://hdl.handle.net/10210/1496
- Description: The identity concept has been around in the form of “corporate identity" for some time, but its appearance as “organisation identity" is more recent. Emerging theory and initial empirical research suggest that an identity approach and “identity interventions" in particular, offer promising avenues to the organisation development practitioner for enhancing organisational focus, building resilience in the face of major change, and improving performance. Identity interventions in and of themselves, but also employed as pre-change interventions, build organisational capacity that would stave off premature organisational “death" and extend the organisation’s life expectancy.
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The postmodern consumer: implications of changing customer expectations for organisation development in service organisations.
- Berner, A., Van Tonder, C.L.
- Authors: Berner, A. , Van Tonder, C.L.
- Date: 2003
- Subjects: Organisation development , Postmodern consumer
- Type: Article
- Identifier: uj:6483 , http://hdl.handle.net/10210/1495
- Description: Postmodern society is predominantly viewed as a consumption- oriented society that developed as a reaction to the more traditional, modern society. The observed divide between modern and postmodern societies suggests different consumption patterns and consumer profiles which could have significant implications for service organisations. The discussion contrasted the modern and postmodern eras and societies, and isolated the main characteristics and service expectations of the postmodern consumer. The implications for organisation development (OD) in service organisations, notably in terms of the changes that are required, are highlighted.
- Full Text:
- Authors: Berner, A. , Van Tonder, C.L.
- Date: 2003
- Subjects: Organisation development , Postmodern consumer
- Type: Article
- Identifier: uj:6483 , http://hdl.handle.net/10210/1495
- Description: Postmodern society is predominantly viewed as a consumption- oriented society that developed as a reaction to the more traditional, modern society. The observed divide between modern and postmodern societies suggests different consumption patterns and consumer profiles which could have significant implications for service organisations. The discussion contrasted the modern and postmodern eras and societies, and isolated the main characteristics and service expectations of the postmodern consumer. The implications for organisation development (OD) in service organisations, notably in terms of the changes that are required, are highlighted.
- Full Text:
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