A case study evaluation of the critical factors of change management at passenger rail agency of South Africa

Abstract

This research is centred on the fundamental analysis that change management within business environment is related to leadership, power bases and organisational culture. The success of organisational change management is commonly dependent on these variables that are interdependent and collectively used. How leaders who are conscious about the power they hold and utilizing each respective power base to effectively manage organisational culture. There is extensive research literature considering the individual variables of leadership, power and organisational culture. The research aims to form a deep dive case study analysis into the interrelationships between the three dimensions. It aims to comprehend the change management initiatives in State-Owned Entities in the context of South Africa and Passenger Rail Agency of South Africa. Through a case study research approach, which comprised of face-to-face expert interviews and observations with employees from Passenger Rail Agency of South Africa data was collected. Content analysis techniques were applied to determine common trends and relationships across the three key dimensions identified from the literature, which related to each dimension. A number of interesting and useful relationships were uncovered within and between the key drivers and extend the current literature in this field. It was discovered that the leaders who are conscious about their power bases and effectively manage them are able to contribute to a sustainable organisational culture. Through this, the organisation is able to become a perpetual institution where leadership can hand over successful over time this being the fundamental of successful organisational change.