Psychosocial factors influencing change management: An African cross-border acquisition case

SA Journal of Human Resource Management

Field Value
Title Psychosocial factors influencing change management: An African cross-border acquisition case
Creator van Niekerk, Annelize
Subject Industrial and organisational psychology; organisational development; change management; risk management change management; psychosocial behaviour; cross-border acquisition; risk management; qualitative research; hermeneutic phenomenological research
Description Orientation: Cross-border acquisitions are instrumental in international businesses’ expansions, even though 70% fail. This necessitates risk and change management as driving forces. The context of this case study is within a change management initiative implementation during a cross-border acquisition between a global organisation and its African subsidiary.Research purpose: The study explored the psychosocial factors that influence the successful implementation of a change management initiative. Also, recommendations are made towards mitigating psychosocial risks that should be incorporated as part of a well-thought-through change management initiative and process, in a multifaceted Africa context.Motivation for the study: To understand the psychosocial factors posing a risk and becoming impeding factors within a multifaceted African merger and during a cross-border change management initiative.Research approach/design and method: A qualitative approach and case study design, adopting a hermeneutic phenomenological paradigm, was applied. Data were collected through semi-structured interviews and analysed using Tesch’s content analysis.Main findings: Having an awareness of psychosocial factors influencing change initiatives, requires interconnectedness and co-construction, to enable successful implementation, while mitigating risk. The African context greatly values culture, relationship, trust, respect, and collaboration. Thus, risk cannot be managed without managing change and contrariwise.Practical/managerial implications: In multifaceted Africa, the importance of stakeholder inclusion and engagement are highlighted, and the importance of stakeholder and task integration towards mitigating risks and modifying psychosocial behaviour are emphasised.Contribution/value-add: Substantive evidence enables a better understanding of psychological risk factors impeding change within a multifaceted environment. Interconnectedness and co-construction enable effective risk mitigation and change implementation.
Publisher AOSIS
Contributor Other than the author, no other persons contributed to this manuscript and no financial support or additional funding was used.
Date 2023-10-31
Type info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion — Qualitative, case setting; semi-structured interviews
Format text/html application/epub+zip text/xml application/pdf
Identifier 10.4102/sajhrm.v21i0.2279
Source SA Journal of Human Resource Management; Vol 21 (2023); 10 pages 2071-078X 1683-7584
Language eng
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Coverage — — All ages, gender, ethnicity, risk managers
Rights Copyright (c) 2023 Annelize van Niekerk