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The relationships between stakeholder groups, power and resistance in organisational change initiatives
Dissertation (MBA)--University of Pretoria, 2013.
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| Format: | Thesis |
| Language: | English |
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University of Pretoria
2014
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| _version_ | 1867613696137625600 |
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| access_status_str | Open Access |
| author2 | Sutherland, Margie |
| author_browse | Sutherland, Margie |
| author_facet | Sutherland, Margie |
| collection | Thesis |
| dc_rights_str_mv | © 2014 University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. |
| description | Dissertation (MBA)--University of Pretoria, 2013. |
| format | Thesis |
| id | oai:repository.up.ac.za:2263/40067 |
| institution | University of Pretoria (South Africa) |
| language | English |
| last_indexed | 2026-06-10T12:40:14.906Z |
| license_str | Other — see source repository |
| provenance_str_mv | Harvested via OAI-PMH from UPSpace — University of Pretoria Institutional Repository |
| publishDate | 2014 |
| publishDateRange | 2014 |
| publishDateSort | 2014 |
| publisher | University of Pretoria |
| publisherStr | University of Pretoria |
| record_format | dspace |
| source_str | UPSpace — University of Pretoria Institutional Repository |
| spelling | oai:repository.up.ac.za:2263/40067 The relationships between stakeholder groups, power and resistance in organisational change initiatives Sutherland, Margie ichelp@gibs.co.za Van Eeden, Adrian Mark UCTD Change management Dissertation (MBA)--University of Pretoria, 2013. The likelihood of organisational change success is commonly held to be dependent on how resistance to the change is planned for and managed. Stakeholders who resist change are seen to hold various levels of power or influence over change initiatives, and this power can originate from multiple different sources. There is extensive research literature considering the aspects of stakeholders, power and resistance, but little is evident relating the dimensions to each other to consider the architecture holistically. This research aims to form an exploratory study into the interrelationships between the three dimensions. To acquire data, an exploratory research approach was undertaken comprising face-to-face, in-depth expert interviews with fifteen professional change agents from three different sample groups. A range of qualitative and quantitative analysis techniques were applied to determine common trends and relationships across the three key dimensions and sub-categories identified from the literature which related to each dimension. A number of interesting and useful relationships were uncovered within and between the key dimensions and extend the current literature in this field. It was discovered that the higher the magnitude of power held by a stakeholder the more likely it was that they would show resistance. Further findings confirmed links between the types of behaviour (active or passive, overt or covert) and revealed multidimensional influences such as that certain types of stakeholder could be expected to have higher levels of power and thus resist more and in the course of enacting that they would behave more actively and overtly. These relationships allowed for the development of a stakeholder-power-resistance model as shown in Figure 17 which can be used by managers and change practitioners to understand, anticipate and respond to stakeholder resistance in change initiatives. mngibs2014 Gordon Institute of Business Science (GIBS) MBA Unrestricted 2014-06-07T13:41:09Z 2014-06-07T13:41:09Z 2014-04-30 2014-06-07 Mini Dissertation Van Eeden, A 2014-06-07, The relationships between stakeholder groups, power and resistance in organisational change initiatives, MBA Mini Dissertation, University of Pretoria, Pretoria, viewed yymmdd <http://hdl.handle.net/2263/40067> http://hdl.handle.net/2263/40067 en © 2014 University of Pretoria. All rights reserved. The copyright in this work vests in the University of Pretoria. No part of this work may be reproduced or transmitted in any form or by any means, without the prior written permission of the University of Pretoria. application/pdf University of Pretoria |
| spellingShingle | UCTD Change management The relationships between stakeholder groups, power and resistance in organisational change initiatives |
| title | The relationships between stakeholder groups, power and resistance in organisational change initiatives |
| title_full | The relationships between stakeholder groups, power and resistance in organisational change initiatives |
| title_fullStr | The relationships between stakeholder groups, power and resistance in organisational change initiatives |
| title_full_unstemmed | The relationships between stakeholder groups, power and resistance in organisational change initiatives |
| title_short | The relationships between stakeholder groups, power and resistance in organisational change initiatives |
| title_sort | relationships between stakeholder groups power and resistance in organisational change initiatives |
| topic | UCTD Change management |
| url | http://hdl.handle.net/2263/40067 |