SUCCESSFUL ORGANISATIONAL CHANGE MANAGEMENT: THE INFLUENCE AND ROLE OF STRATEGIC PLANNING.

ABSTRACT

The increased speed of change in technological advancement, globalization, shifts in social trends, human resource requirements, increased in knowledge workers, managerial decisions and government legislation or pressures have put more pressure on the need to respond to change. Consequently, management of change has become pertinent in that successful management of change is a catalyst to the survival of any organisation in the face of continuously competitive business environment.However, the introduction of these changes, especially in organisations tends to be problematic and part of a puzzle. Consequently, much attention is given to financial indicators such as budgeting, rate of return and balance sheet more than how change can be implemented to align with organisational set goals.

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It is worthwhile to emphasise that, in the face of all these changes, strategic planning tends to be a fundamental tool in all the process of introduction of change and management of change to moderate the relationship between organisational change and the attainment of change goals. It is the researcher’s view that without strategic planning as a fundamental tool in change management may be catastrophic as undesirable outcomes such as employee resistance, breaking of employee psychological contract, lack of commitment and lack of motivation may emerge in the organisation.Against this backdrop, this thesis seeks to present strategic planning as a proven exhibit in two organisations when these organisations were undergoing a dramatic turnaround to meet the demands of the changed environments. The papers then seeks to illuminate the influences strategic planning has in change periods and presents an integration of strategic planning and organisational change management in and an effort to achieve the purpose of the research. Thus, the paper seeks to evaluate the relevance of strategic planning as the fundamental tool in the management of change in organisations in overcoming the complexities that come with change.The researcher achieves the purpose by analysing two organisations in the United Kingdom and Australia whose response to competitive changing environment became a success by virtue of strategic planning being the fundamental in the processes of their change management. Conclusions are therefore grounded on literature of the study area and expected to contribute to the specified area of study.The paper then concludes that the focus on change implementation in change processes alone is not enough to provide robust results of change goals. Thus, organisations which adopt strategic planning as a fundamental tool at the early stages of their change processes tend to gain an advantage of achieving change goals. The paper also concludes that strategic planning represent an influential means of development and sustenance of change goals through strategic direction, effective change strategies, sense of ownership of change goals by employees and the improvement of employee psychological contract through effective change communication and employee participation in decision-making.

Key words: Influence, Strategic Planning, Change and Change Management.

PART I: INTRODUCTION

CHAPTER 1: THE STUDY PROBLEM

1.0 INTRODUCTION

The aim of this chapter is to give a clearer insight of the background of the study, the

problem statement, the objectives, significance, scope, questions of the research,

assumptions and hypothesis. The interest of the study and the contributions of

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Strategic Planning and organisational change management are outlined as well as the

structure of the research.

1.1 Background to the Problem.

Change is a factor that never ceases to exist in the business operating environments

especially in the 21st century (Burns, 2004). According to this author, an

organisation’s ability to survive on the long-term may be judged based on its ability

to manage change in the face of competitively changing environments. Therefore, a

successful change management in any organisation is very crucial in order to survive,

sustain and gain competitive advantage (Luecke, 2003). However, most

organisations are more concerned with budgeting, evaluation of rate of return and

current balance sheet more than giving attention to the effectiveness of change in

their organisations (Luecke, 2003). Today’s working environment ‘obligates’

organisations to adopt to changes in order to remain in competiveness and can

therefore be risky for any organisation that does not respond to its internal and

external environmental dynamics (Beach, 2006). A number of internal and external

factors serve as catalysts for change in organisations. According to Buelens, et al.,

(2002) and Balogun and Hailey, (2004), external factors include globalisation,

demographics, technological advancement, social, government legislation and

political pressures. Internal factors such as organisational structure, human resource

requirements such as high demand of knowledge workers and managerial decisions

also account for change in organisations in order to gain sustainability in the face of

changing conditions (Wood et al., 2010; Burns, 2004; Carnall, 2007).

These factors cause uncertainty about the future since they are constantly changing

and unpredictable. Technological advancement for instance may result in the

installation of more efficient facilities which in most cases may replace most human

resource duties resulting in providing more efficiency through layoffs (down-sizing)

Graetz (2000). High demand of knowledge workers for instance has brought

managerial changes in organisations today (Senior, 2002). The characteristics of

these workers such as ‘well-educated’, ‘qualified’, ‘intellectual thinkers’ and

complicated problem solvers have brought changes to their leading and management

approach making traditional leadership methods of ‘command and control’

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questionable as they require a ‘system of persuasion’ to work effectively (Alvesson,

2004).Most organisations also operate in areas where much competition exists and

this has resulted in virtual organisations with much emphasis on mobility of

international labour market (Martin et al., 2007). It is in this bid that Luecke (2003),

points out that in order to gain success and survival in such dynamic environments,

organisations must look into the factors of change and adopt strategic measures to

respond accordingly.

The argument therefore is how do organisations implement and manage change to

ensure long-term successes in alignment with organisational goals and objectives

without evoking employee resistance to change? Managers and employees have

different view point about change (Strebel, 1996). The common ground is that both

parties are aware that the visions of the company are central to change. However,

leaders and top- managers recognise change as an opportunity to develop and

strengthen the organisation but most employees see change as a threat and disruption

(Mills et al. 2008). This gap usually becomes a problem that causes relationship

problems in many organisations as management usually anticipate commitment and

enthusiasm for subordinates to aid the change process. However, undesirable result

such as employee resistance to change occurs, missing the mark of change

implementation.

Strategic planning (SP) is often seen as an influential tool in managing change

(Boddy, 2011, Johnson, Whittington and Scholes, 2011). It is in this bid that Burnes

(2004) argues that due to the fact that an organisation’s life is characterised by

change at all levels of operations, there is the need for organisations to envisage their

desired future position and plan how to get there taking into consideration how those

changes can be managed. Perhaps, the reason to the successes and failures of

organisations can be attributed to strategic planning (Porter, 1991). Consequently,

organisational change management and SP go hand in hand (Rieley and Clarkson,

2001). The end of SP should not only entail implementation of strategic plans;

moreover, the implementation and management of change must be taken into

consideration. Encounters such as top management and stakeholders must be aware

of the impacts of strategies in the management of the change. This would help

management to gain judgemental evidence whether the allocated resources directed

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towards implementing a change strategies is indeed worthwhile or not (Johnson,

Whittington and Scholes, 2011).

An essential element is that, the evaluation of the influence and roles of SP should

not only focus on quantitative outputs such as financial indicators, but attention must

be given to the qualitative impacts such as behavioural outputs. Due to this reason

the research has stimulated the evaluation of qualitative roles SP plays in

organisational change management.

1.2 Statement of the Research Problem.

Today’s trends are constantly changing the shape of organisations due to the drivers

of change that continues to persist within and outside organisations. Currently, most

organisations are facing complexities in achieving organisational goals due to the

inability to looking deeply into how change must be introduced and managed

(Todnem, 2005 and Buelens et al., 2002). Literature on financial outputs on

performance of SP continues because of the focus of many researchers in the area

(Falshaw and Glaister, 2005 and Ridwan and Marti, 2012), therefore attention must

be given to evaluating the influence and roles of SP in change management on

behavioural outputs and other qualitative outputs besides financial outputs. The

evaluation of the qualitative influence of SP in change management will help bridge

the gap in knowledge.

SP entails series of managerial decisions for the long-term survival of the

organisation. It particularly deals with strategic decisions concerning the strategic

position of the organisations (Johnson, Whittington and Scholes, 2011).

Consequently, SP in change management monitors and evaluates opportunities and

threats in the business context to determine strengths and weaknesses surrounding

the business’s capacity to respond to change. The effect is the capitalisation of the

strengths and opportunities to overshadow organisational weaknesses in order to

achieve organisational change goals. It is a fundamental tool of every organisation

even if not explicitly shown and formulated and its typical of proactive organisations

to respond to changing environments (Johnson, Whittington and Scholes, 2012)

Notwithstanding, pro-activeness must be a mark of every organisation in this

changing times. The dictatorship of the drivers of change propels organisations to

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strategize measures to respond and deal with changing times. It has therefore become

a competitive edge for organisations to act proactively toward change by strategic

planning. This is to say, size or location of an organisation must not be a stumbling

block in the development of strategies for change. However, the influence and roles

of SP in managing organisational change must be taken into consideration.

1.3 Purpose of the Study

To meet the demands of the highly competitive changing environments that surround

organisations today, there is the need for organisations to pay much attention to how

change must be responded to in order to gain competitive advantage in alignment

with its organisational goals. This demands SP in change management that is not

only to device change strategies but which has the capability of effectiveness of

influencing on the whole change management process by using change strategic

approaches to win employees’ interest to the change. Having knowledge about the

need for change in organisations and accepting SP as the fundamental tool in change

management processes, the purpose of this research is to explore the relationship

between SP and organisational change management processes on the basis of the

roles and influence that SP imparts on change management processes in

organisations undergoing change and the expediency of SP as a fundamental tool in

change management.

1.4 The Research Objectives.

The focus of this research is to evaluate the impacts resulting from strategic planning

in the management of change in organisations. Objectives of the study are;

To determine whether SP helps in reducing employee resistance to change.

To determine the roles SP plays in the management of change.

To determine the extent of influence of strategic planning on organisational

change management.

1.5 Research Questions.

In order to enable a level of understanding of this thesis to the reader and to focus on

the purpose of the research, a number of questions are outlined to maintain the focus

in two major themes;

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Theme 1: Change

What types of changes are noticeable when an organisation is undergoing

a change?

How can change be managed using strategic planning as a fundamental

tool in change management?

Theme 2: Strategic planning

How can strategic planning be used in reducing employee resistance to

change?

What are the effects of strategic planning in managing change?

1.6 Significance of the Study.

Literature on organisational change has increased over the years. According to Mills

(2003), between 1960 and 2006 alone, literature on organisational change stocked in

the United States Congress Library amounted to 3,400. This is because management

of change has become a core capability for firms if they want to survive time and this

has caused the interest of most scholars to be shifted to the subject area. Despite the

numbers of literature on change management, successful organisational change

management remains elusive. More specifically, the number of change programme

failure recorded has increased over the years (Hirschhorn, 2002, Sirkin et al., 2005

and Kotter, 2008). Ineffective leadership, violation of employee psychological

contract and lack or inadequate strategic planning are among the causes of change

programme failure. The study would therefore focus on the roles SP plays in

managing organisational change.

1.7 Contributions of the Study.

The thrust of this study is to contribute to knowledge in the specified study area. It

will also produce information to top management and stakeholders to assess or value

the worth of various resources allocated to strategic planning in managing changes in

their organisations.

1.8 Scope and Delimitation of the Study

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The study is focused on determining the influence and roles strategic planning plays

and impacts on change management processes by analysing the cases of two

organisations; Corus Steel Product, UK (CSP UK), a major contributor in the supply

chain of the oil and gas industry (one of the major distributors of oil and gas

pipelines in the world) and Truelocal.com, one of the largest online service providers

in Australia. It views the successes of change when SP was regarded a fundamental

tool in their change management. It does not however study the influence on

financial outputs.

1.9 Assumptions and Hypothesis.

The hypothesis for the study is that strategic planning moderates the relationship

between organisational change and the successful achievement of change goal.

1.10 Research Methodology

This thesis will use a selection of case studies and archival research which covers

questions and elements of the study area to achieve the research purpose. It will also

utilize secondary sources to substantiate the conclusions drawn from the analysis to

achieve the purpose of the study.

1.11 Justification of Research Methodology

The researcher’s choice of case study analysis and archival research is based on the

reasons that, it presents detailed analysis of the research problem in real context and

also focuses on contemporary issues of the research area. It also gives room for

comparisons of organisations to minimize any bias. Archival research on the other

hand would allow the researcher to get hold of direct administrative information

about the organisations to help in achieving the purpose of the study.

1.12 Definition of Key Terms.

For quality directional perspective of this study, an attempt is made in the definition

of key concepts. These concepts are planning, strategy, strategic planning, influence,

change, organisational change, change management and psychological contract.

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Planning: This term has been defined by scholars and Management gurus in several

ways. Boddy (2011 p. 171) defines planning as involving the establishment of ‘goals

(or objectives) and specifying how to they can be achieved, implementing the plan

and evaluating results’. Mintzberg (1994) defines planning as a production of

expected results by virtue of laid down procedures of interconnected decisional

structures. Planning is also defined as the future being the present pursuit about

decisions on goals (Bateman and Snell 1999). Considering these definitions, it is

observed that a common ground about planning exist among the scholars in analysis

of situation, goals, plan, evaluation and selection of plan.

Strategy: This is commonly used in the military which involves the military

Generals directing and mobilising tactics and resources for wars. Since 1960, this

term has been used by business entities to describe actions and plans in achieving

organisational goals. Johnson, Whittington and Scholes (2011) define strategy as the

direction of an organisation in the long-term. Hax and Majluf (1996) gives a similar

definition of strategy as factors that regulate organisational goals in the perspective

of the future in terms of resources in an attempt to sustain the organisation through

responsiveness to opportunities, threats, strengths and weaknesses. Mintzberg in his

work in 1978 also defines strategy as a stream of pattern a decision follows to

achieve goals. It is in this light that Drucker (1999 p. 43) points out that it is strategy

that ‘allows an organisation to be purposefully opportunistic’ based on the

organisation’s ‘Theory of the Business’. From the definitions, synthesis can be made

that strategy is about focus on the future and involves either planned or emergent

patterns.

Strategic planning: This is a systematic or formalized process, whereby

organisations analyse factors of internal and external towards determining

organisation’s goals and objectives in the process of decision making which involves

areas of finance and ethics (Brammer, et. al., 2010 p. 401).

Influence: This is the process of an impact, effect or consequence that yields either a

negative or positive results whether intentional or unintentional (Johnson,

Whittington and Scholes (2011).

Change: Scholars have given different views about this concept. It is important to

digest these different perspectives in order to illuminate its shortcomings. According

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to Kanter (2005), the modification of an existing pattern of behaviour is change.

Although this is a process centred definition (by virtue of the use of modification),

this may mislead the understanding of the concept and may be perceived as a

modification rather than total status change in itself (Tonder, 2004). Boddy (2011 p.

385), provides a deeper definition and argues that change is when influential

personalities in an organisation perceive, outmoded technology or existing structure

or system as a threat to ‘performance gap’, stressing on status change rather than

modifications.

Organisational change: Boddy (2011 p. 635) defines as '‘a deliberate attempt to

improve organisational performance by changing one or more aspects of the

organisation, such as its technology, structure or business processes’’.

Change management: Moran and Brightman (2001) defines this term as the

organisation’s continual process of responding to changing needs of internal and

external environments by institutionalizing transitions, renewing, adjusting,

amending and restructuring the organisation’s structure, direction, skills and vision

to satisfy changing environments.

Psychological contract: Herriot (2001) mentioned by Martin (2006 p.72) defines

this as‘‘…. the perception of the two parties, employees and employer, of what their

mutual obligations are to each other’’. Boddy (2011) supports this view by saying

that it is the understanding that exist between the employer and the employee

regarding their commitments to each other.

1.13 Structure of the Research

The study comprises of five chapters which are chronologically sub-divided into

parts to enable a flow of the research structure. It contains the following;

Part I: This part comprise of chapter 1 of the research which provides a general

introduction and orientation to the study. It sets the pace for the practical background

to the research question, research objectives, key research questions, significance of

the study, interest or motivation for the study, contribution of the study, delimitation,

assumptions and hypothesis, defining key terms and chapter outline.

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Part II: Literatures in the area of study are reviewed and comprise of chapter 2 of

the research. Theoretical frameworks based on strategic planning and change

management are explored. It is sub-divided into two; the first is devoted for SP

while the second is for organisational change management. It also introduces

theoretical frameworks of both strategic planning and organisational change

management.

Part III: This comprises chapter 3 and chapter 4. Chapter 3 deals with the chosen

methodology use for the research which includes analysis of case studies and

secondary sources (related literature) while chapter 4 focuses on the analysis of the

case studies. This relation is essential in ensuring an authentic and critical evaluation

of analysis and discussions.

Part V: This focuses on chapter 5 which entails conclusion or inference drawn from

the study; the limitation encountered during the research as well as suggested

recommendations for future research are focused in this part.

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PART III: METHODOLOGY, AND CASE STUDY ANALYSIS

CHAPTER 3: METHODOLOGY

3.0 Introduction

The purpose of this chapter is to (1) give a presentation of the research methodology

used for this study and (2) explain the procedures used in analysing the data. It will

also entail the advantages and disadvantages of the chosen approach and the

justification or appropriateness of choosing the methods.

3.1 Philosophy of the Research.

The methodology of this present research is justified from a philosophical viewpoint.

According to Joubin et al., (2011), every research is based on a paradigm which

plays a vital role in influencing the meta-theoretical views or conceptions of the

researcher. Paradigm can be explained as the beliefs, values, assumptions or

worldviews that provide guidance to the researcher. Guba and Lincoln (2003)

identify the paradigms of research as critical theory, positivism, post positivism and

the constructivism. The use of paradigms will enable the researcher to be critical

about intellectual assumptions and also assist the researcher to critically review

literature from a methodological and theoretical viewpoint. Using paradigm in

research will also help locate the researcher’s frame of reference thus, the values and

ideologies on the basis of which judgments are made in relation to social theory,

which forms the basis for one’s personal appeal of perspectives (Burrell and Morgan,

2000). In research conduction, these four assumptions are examined on the basis of

form and nature of reality (ontology), nature of connection between the researcher

and the beliefs of what can be known (epistemology) and how the researcher intends

to know what can be known. (Joubin et al., (2011). In the present study, the

researcher’s assumption is based on post- positivism insights on the foundation of

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ontology. The researcher regards the importance of reality and subjective processes

with ideological frameworks of viewpoint, including the researcher’s view point.

3.2 The Research Strategy.

The research strategy can be defined as the roadmap or directional guide for the

research (Remenyi et al., 1998), thus the plan the research would be carried out.

There are different types of research strategies. They are survey, grounded theory,

experiment, case study, action research and archival research (Sauders et al., 2006).

However, this present research employs case study analysis strategy and archival

research of the cases under review. Issues raised in the analysis are substantiated by

literature to achieve the purpose of the research (Yin, 2003).

3.3 The Research Methodology

This study employs a qualitative research methodology. Qualitative research is

defined as a research which lies upon a foundation of evidence that seeks to find

answers to a question and difficult to be summarised into figures Joubin et al.,

(2011). This type of research requires an analytical stance while embodying

theoretical knowledge and experience for interpretation (Strauss and Corbin 1990). It

is in this bid that Ten Have (2004) argues that this type of research necessitates

findings to be expressed in words linked with theoretical knowledge. Bryman and

Bell (2003) supports this assertion when they point out that qualitative research is

founded in interpretivism and centres on themes, perceptions and insights gained by

analysing at others. The researcher is also required to interpret results seen in the

research and needs to be general or widespread. This denotes that, very often the

results can comprise narratives aimed at illuminating comprehensive results. The

researcher deems qualitative methodology fit to achieve the purpose of the study. A

benefit of using a qualitative methodology is that it presents an in-depth evaluation of

complex real organisational situational analysis.

It is also built upon deductive reasoning to enable the explanation of causes of

relations between variables and the generalisation of research findings (Sauders et

al., 2006). The research methodology is supported by literature to illuminate various

issues in the research area to achieve the purpose of the research.

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The study would employ case studies analysis and archival research. Case study

analysis as would be employed in this thesis can be explained as an in-depth analysis

of for instance an organisation to aid the researcher to have informed knowledge and

understanding of the research problem (Bryman and Bell, 2003).The research will

employ selected cases from organisation where issues of the research problem is

embedded in to investigate the role strategic planning plays in managing change in

organisations. An advantage of using a case study is that it helps in gaining

understanding into the central issues on a practical ground (Yin, 2003 and Stake,

2006). In other words, case studies provide in-depth presentations into specific issues

of real life situations. An important feature of using case in a research is that it is

associated with qualitative research and an excellent tool in providing data on why

change occurs in organisations as it focuses on illustrating complex interplay of

actions to formulate a holistic understanding (McQuarrie, 2006).

Archival research on the other hand according to Joubin et al., (2011) entails the

forehand details of the administrative processes of an organisation which gives a

precise picture of what is going on in an organisation.

3.3.1 Justification for the chosen Research Methodology

Even though case study analysis have been traditionally perceived by some to have

poor objectivity and precision, it is argued by the author to have some level of

authenticity due to the reasons that it focuses more on contemporary issues within

organisations and outside organisations ( Halinen and Tornroos, 2005 and Remenyi

et al., 2008). Furthermore, case study analysis is an essential tool within the

management and business settings of organisations as it involves real life

organisational context which has the benefit of providing a detailed analysis of an

organisation (Remenyi et al., 2008). Finally, it gives the researcher a considerable

level of control to make comparisons between organisations.

The researcher’s choice of using archival research of this research has some benefits.

Firstly, it provides direct administrative information of the organisations under case

study review which provides important information that will help achieve the

purpose of the study. Secondly, it provides a real context of details of administration

of an organisation. It is the researcher hope to achieve the purpose of this research

based on the chosen research strategies.

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The author’s choice of the case study analysis is therefore based on the grounds of

appropriateness of strategy to help identify strategic planning as key element in a

successful change management context. Archival research will also help the research

to lay hands on original company administration documents to support the analysis.

The choice of the research strategy grounded on literature is supported by Yin (2003)

as shown in Table 1.

Table 1: Comparative illustration of different strategies of research (Yin, 2003)

STRATEGY TYPE OF

RESEARCH

QUESTION

BEHAVIOURAL

AND EVENT

CONTROL

REQUIREMENT?

PRESENT-DAY

ISSUES FOCUSED?

Case Study How and Why NO YES

Archival Research How much, where,

how many, what, who

NO YES /NO

History How and Why NO NO

Experiment How and Why YES YES

Survey How much, where,

how much, what, who

NO YES

Source: Yin (2003)

3.4 Data collection

As indicated earlier on, the research is based on secondary sources grounded on

relevant literature.

3.4.1 Secondary Sources

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The information relating to this study was gathered from secondary sources such as

books, academic journals, previous dissertations, conferences and internet sources.

According to McQuarrie (2006), secondary data is explained as already existing data

due to earlier research in the study area. It is worthwhile to note that, although earlier

researches by other researchers are for different purposes, they are still useful for the

current research.

3.4.2 Data Analysis

There are various forms of presentation of a case study analysis. The forms can

range according to suspense structure to chronological structures. The researcher

therefore chose the linear-analytical structure as the best option to achieve its aim.

This analytical approach of presentation is commonly preferred as the standard tool

for presenting a case study analysis (Yin, 2003). There are reasons behind this choice

of presentation approach. In order for the reader to get an understanding of the

analysis, this analytical approach was chosen as it gives more room for issue

focusing without distorting structure. According to Robert Burns (2000 ), a good

researcher must be capable of evaluating critically data to establish its authentic

source. In terms of analysis, current research will be analysed and substantiate

discussions with relevant literature. By this approach, there will be the authenticity of

conclusions drawn.

3.5 Credibility of the Research Findings

Validity and reliability perform a task of asking two questions which is an important

foundation when it comes to the evaluation of the research (Bryman and Bell, 2003).

The first question dwells on how quality the research is while the second question

deals with how the research will be reviewed and evaluated by a critical audience.

3.5.1 Validity of the Research Findings

From insights from (Bryman and Bell, 2003), the validity of a research may mean to

correctly conduct a research based on an intended manner. An example is when one

wants to measure the height of an object. The concept of validity in this context is the

situation that there is accurate measurement so that the intention of measuring the

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height of the object would be achieved correctly. There are two perspectives of this

research based on the concept of validity. These two perspectives are that (1) if the

research questions are answered by the research and (2) if methods used in the

research produce data correctly (Kumar, 2005). Case studies and literature (books,

articles, publications and other sources) are what this thesis is grounded on. To

ensure the validity of this research, the literature review of this thesis and the content

of the case studies are thoroughly selected.

3.5.2 Reliability of the Research Findings

Reliability according to (Remenyi et al., 1998), is how possible the research is able to

be replicated, thus if analogous observations can be done differently. This is to say,

this research is reliable if same result is achieved any time the research is conducted

(Fin, 2009). Thus (relating it to the height measurement example), there is reliability

of the scale of measurement of the height if it produces the same results any time it is

measured.

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CHAPTER 4: ANALYSIS-DISCUSSION

1. Strategic planning influence change management process throughout the

period it takes place

…………………………………………………………………………………………

…………………………………………………………………………………………

….. (analysis and literature)etc

2. Companies that apply strategic planning have competitive

advantage………………………………………………………………………

…

3. Environmental factors influence

strategy…………………………………………………………………………

………………………….

IF YOU WANT YOU CAN HAVE A CHAPTER FOR ANALYSIS OF

FINDINGS AND ONE FOR DSCUSSION SYNTHSIZING WITH

LITERATURE. The better is to be clear , rich in information but brief

and if could be analysis and discussion together

PART IV: CONCLUSION AND RECOMMENDATION

CHAPTER 5: LIMITATIONS, CONCLUSION AND RECOMMENDATIONS.

5.1 Research Limitations

………………………………………………………………

5.2 Conclusions

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5.3 The formulation of a strategic plan in change management processes leaves much

to be desired. The influence of SP in this process had centred on the behavioural

and quality approach to change response. The thesis begun with in-depth analysis

of strategic planning concept and the models often used in SP in change

management processes. Even though there are some critiques against SP in

general, this present thesis suggests that there are much importance of SP

especially in the management of change processes (Mintzberg, 2006, Martin,

2006, Ford and Ford, 2011 and Bye and Sibony, 2007).

It was concluded that due to the turbulent nature of competitively changing

environments, any organisation which want to survive in such environments by

responding to the change must take SP the fundamental tool for any change

management process undertaken as literature suggests that one of the major causes of

change failure to be centred on lack of strategic planning as one of the pivotal areas

of change management programmes.

After analysing the role SP plays in change management, it was concluded that just

focusing on change implementation as some organisations do is not enough to

facilitate change. However, employee participation in decisions during the strategic

planning for change was seen as a catalyst in moderating organisational change and

employee resistance to change. This yields better communication of the need for

change and perception of considerable fairness for employees as they feel involved

in the whole process.

Even though the researcher recognises the various change management models, it is

the researcher’s opinion that SP plays or forms the fundamental role or foundation in

organisational change management processes. It is therefore concluded that for a

successful management of change, SP as the basic tool will enhance effective

implementation of change.

The use of SP in change management processes was concluded to have positive

impacts in employee psychological contract to some extent when well-planned and

structured focusing on employee involvement in decision. Strategic thinking and

strategic direction were major areas support by scholars to have influence of Sp.

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In respect to the pivotal highlight of the importance of SP in change management,

there is a conclusion that without an effective SP in change management processes is

void of resulting in desired results (Johnson, Whittington and Scholes, 2011). It is in

this light that Fisher (2012) further argues that changing organisations which adopt

SP to respond to change usually gain better understanding of the organisation’s

strategic position (context), strategic choices (content) and how to put implement

strategies to achieve change goals (processes).

Considering studies done in the area of change, it is not doubtful that business

environments would continue to be completive due to globalisation, technology and

other factors; it is in this regard that Ghafarian and Kiani (2003) suggests two

important capabilities to respond to change in turbulent times; effective planning and

strategic thinking capacity, the prerequisite elements for change management in

every organisation.

5.4 Recommendations For Future Research

Basing focus on the discussions and implications of strategic planning in change

management looked at in this study, the present study therefore recommend the

following for knowledge advancement in future research.

For a wider scope of knowledge of the research area, it is recommended that more

clusters of organisations such as the service sector, health sector and educational

sectors be studied to widen knowledge of the study area for a more conclusive and

advance approach.

Further studies might also investigate the influence of strategic planning on other

areas such as customer satisfaction, innovation and employee development to widen

the scope of knowledge. It is however dependent of the type of organisation and its

pertaining issues at stake. In fact, change is an inevitable factor that occurs to every

organisation no matter the type as well as strategic planning which is essential to

every organisation, therefore more focus be centred on these two areas.

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