Working with the complexities of transformational change in a society in transition: A South African perspective

Abstract

Purpose

The purpose of this paper is to explore the establishment and development of a leadership centre in a South African University. The paper is concerned with reviewing concepts of identity, ideology and struggle from a systems‐wide perspective and their impact on working with transformational change in a society in transition.

Design/methodology/approach

A conversational framework was used by the authors to create deeper understandings of the complexity of human and social relations in the context of the case. The paper uses methodologies for reflective investigation informed by the work of Boje and Flyvbjerg to review a ten year longitudinal case study.

Findings

The paper supports the view that “idealised” forms of organizational intervention and narratives about it often ignore the real world of competing rationalities, such as issues related to multiple and competing identities, contested ideologies and conflict and therefore “edit out” what is involved in the struggle to lead alternative forms of organization in periods of transition.

Research limitations/implications

As with all research based on a case study approach it is difficult to make claims about a major contribution to generative knowledge. However, an in‐depth review of situated knowledge can offer insights which may be useful in exploring the dynamics of transformational change in other societies in transition.

Originality/value

The paper offers an in‐depth review of factors impacting on change and develops an interpretative framework that could be applied in other contexts. Given the current systemic changes taking place within the Middle East and North Africa (MENA) region, the paper could offer insight into working with transformational change in societies in transition.

Citation

Seneque, M. and Bond, C. (2012), "Working with the complexities of transformational change in a society in transition: A South African perspective", European Business Review, Vol. 24 No. 5, pp. 425-443. https://doi.org/10.1108/09555341211254517