<strong>Orientation:</strong> In the hyper turbulent context faced currently by organisations, more flexible strategic planning approaches, such as scenario planning which take into account a more comprehensive range of possible futures for an organisation, will position organisations better than conventional forecast and estimates that depend only on a single, linearly extrapolated, strategic response.<p><strong>Research purpose:</strong> This study aimed to investigate how scenario-based planning (a strictly cognitive management tool) can be combined with organisational change navigation (a practice addressing the emotionality of change) and how this integrated process should be aligned with the prerequisites imposed by a developing country context and an Afro-centric leadership perspective in order to make the process more context relevant and aligned.</p><p><strong>Motivation for the study:</strong> The integration of organisational change navigation with conventional scenario based planning, as well as the incorporation of the perquisites of a developing countries and an Afro-centric leadership perspective, will give organisations a more robust, holistic strategic management tool that will add significantly more value within a rapidly, radically and unpredictably changing world.</p><p><strong>Research design, approach and method:</strong> The adopted research approach comprised a combination of the sourcing of the latest thinking in the literature (the ‘theory’) as well as the views of seasoned practitioners of scenario planning (the ‘practice’) through an iterative research process, moving between theory and practice, back to practice and finally returning to theory in order to arrive at a validated expanded and enhanced scenario-based planning process which is both theory and practice ‘proof’.</p><p><strong>Main findings:</strong> A management tool incorporating the change navigation and the unique features of developing countries and Afro-centric leadership was formulated and empirically validated. This management tool is referred to as a change navigation based, scenario planning process (CNBSPP).</p><p><strong>Practical/managerial implications:</strong> CNBSPP is available for use by organisations wishing to apply a strategic planning tool that fits within a developing country context and an Afro-centric leadership approach.</p><p><strong>Contribution/value add:</strong> The research makes a unique contribution to the current level of knowledge by integrating two disciplines usually practised independently of one another, namely scenario-based planning and organisational change navigation. It also embedded the process into a different context of application, that is, the developed world as viewed from an Afro-centric leadership perspective.</p><p><strong>How to cite this article:</strong> Geldenhuys, C.A., & Veldsman, T.H. (...
This research aims to measure the impact of a leadership development programme presented from the systems psychodynamic stance. The aim was to develop psychoanalytically informed change leaders to lead change and transformation in the continuously changing and transforming New Economy network organisation. In order to do this, a group relations training programme was presented for 30 leaders. Qualitative assessment using grounded theory during post-intervention focus groups interviewing indicated the group’s awareness of psychodynamic leadership behaviour such as the regression towards frequent pathological leadership personality characteristics, regression towards unconscious group- and organizational processes such as the basic assumption group, the covert coalition and socially structured defense systems against change and transformation. Insight was also gained in the new leadership role and the taking up of personal authority in the network organisation that needs to function as a systemic whole. Limitations in the study are noted and Recommendations are made to enhance change leader skills for leadership in the New Economy network organisation. <p><strong>Opsomming</strong><br />Hierdie navorsing poog om die impak van ‘n leierskapsontwikkelingsprogram wat aangebied is vanuit die sistemiese psigodinamiese perspektief, te evalueer. Die doel was om psigoanalitiese ingeligte leiers te ontwikkel om verandering en transformasie in die gedurige veranderende en transformerende Nuwe Ekonomie netwerk organisasie, te lei. Ten einde dit te bolwerk is. ‘n Groep -verhoudinge-opleidingsprogram is aangebied vir 30 leiers. Kwalitatiewe evaluasie deur van begrondingsteorie gebruik te maak gedurende, die post-intervensie fokus groepe het ‘n groepbewustheid aangedui van psigodinamiese leierskapgedrag soos die regressie na dikwelse patologiese leierskapspersoonlikheidskenmerke, regressie in onbewustelike groep- en organisatoriese prosesse soos die basiese aanname-groep, die koverte-koalisie- en sosiaal-gestruktureerde-verdedigingsisteme teen verandering en transformasie. Insig is ook in die nuwe leierskap rol en die opneem van persoonlike outoriteit in die netwerk organisasie wat moet funksioneer as ‘n sistemiese geheel, bekom. Aanbevelings word gemaak om die leierskapsrol in verandering in terme van vaardighede in die Nuwe Ekonomienetwerkorganisasie, te bevorder.</p>
The aim of the article is to reflect on the future of Industrial Psychology as a discipline and profession. The key consideration is whether Industrial Psychology must reposition itself in the future in terms of a new playing field, game and/or different rules. It is argued that the future playing field of Industrial Psychology will remain essentially the same, although nuance shifts may and/or need to occur. However, the current and emerging content and dynamics within the world of Industrial Psychology will require significant, and even radical, changes in the game and rules within this world. These changes may even necessitate a renaming of Industrial Psychology.<p> <strong>Opsomming</strong> <br>Die doel van die artikel is om oor die toekoms van Bedryfsielkunde as dissipline en professie te besin. Die kernoorweging is of Bedryfsielkunde sigself moet herskep vir die toekoms in terme van ‘n nuwe speelveld, spel en/of spelreëls. Daar word geredeneer dat die toekomstige speelveld van die Bedryfsielkunde basies dieselfde sal bly, hoewel klemverskuiwing mag en/of behoort plaasvind. Die huidige en ontluikende inhoud van en dinamika in die wêreld van die Bedryfsielkunde sal egter beduidende, en self ingrypende, veranderinge in die spel en spelreëls binne hierdie wêreld teweeg bring. ‘n Naamverandering vir die Bedryfsielkunde mag selfs oorweeg moet word
Orientation: Mergers and Acquisitions (M&As) are a frequent, alternative strategic growth option to organic growth for organisations. The failure rate of mergers and acquisitions is alarmingly high (70% plus failures). The people factor is seen as one of the main contributors to this failure.Research purpose: To develop and validate a comprehensive, holistic model for the people integration process during mergers and acquisitions.Motivation for the study: The literature on a comprehensive, holistic people integration process for mergers and acquisitions is sparse and fragmented.Research design, approach and method: A qualitative approach was adopted consisting of a three step process which solicited the views of seasoned M&A Practioners; these views were compared against the available literature. Finally, practioners were asked to critique the final model from a practice perspective. The utility of the final model was assessed against two mergers and acquisitions case studies. Main findings:A comprehensive, holistic people integration process model for mergers and acquisitions was developed and validated. However, this model will only significantly enhance mergers and acquisitions value realisation if it is applied from the appropriate vantage point. Practical/managerial implications:The proposed approach will increase the probability of a successful M&A people-wise and M&A value realisation.Contribution/value add: Theoretically, the development and validation of a M&A people process integration model; practically, guidelines for successful people integration; organisationally, significantly enhancing the chances of M&A success; and community wise, the reduction of the negative effects of M&A failure on communities.
Problemification: In response to the admirable objective of Efendic and Van Zyl’s (2019) article to offer recommendations to address the crisis of replication in industrial organisational psychology (IOP), I offer the counter-argument that this immediate crisis, although important, is of lesser importance in the greater scheme of the challenges faced by IOP, going into the future. It is merely symptomatic of a deeper and greater illness in IOP.Implications: I contend that the ‘lesser’ crisis of replication pales into insignificance against the backdrop of three accelerating and snowballing, interacting meta-crises within IOP: (1) growing irrelevance (= a burning Rome), (2) an outdated, constraining research paradigm (= an antiquated violin) and (3) ill, even toxic, research community dynamics and functioning (= our stressed-out violinists).Purpose: The aim of my rebuttal is to elucidate the three meta-crises and point out their life-threatening implications for IOP going into the future. Future-fit responses to address these meta-crises are offered.Recommendations: Given these meta-crises, going forward in building the academic reputation of the South African Journal of Industrial Psychology (SAJIP), a number of recommendations are made regarding making SAJIP future-proof (= fit-for-purpose, fire-fighting violins and violinists).
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