Original Research

Mapping a transformation from a traditional to an entrepreneurial organisation: A South African case

Septimus Serfontein, Johan S. Basson, Johann Burden
SA Journal of Human Resource Management | Vol 7, No 1 | a155 | DOI: https://doi.org/10.4102/sajhrm.v7i1.155 | © 2009 Septimus Serfontein, Johan S. Basson, Johann Burden | This work is licensed under CC Attribution 4.0
Submitted: 24 July 2008 | Published: 12 June 2009

About the author(s)

Septimus Serfontein, University of Pretoria, South Africa
Johan S. Basson, University of Pretoria, South Africa
Johann Burden, University of Pretoria, South Africa

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Abstract

This study conceptualises the transformation of a company within a corporate environment after facing a crisis precipitated by several internal and external factors. A modernist qualitative research methodology was followed in order to understand transformational change as a phenomenon and to establish a set of principles practitioners can apply. Multiple data sources were used and the case study approach was applied to capture and interpret the emergent principles of the change process during the transformation. Grounded theory was used in the analysis of data. The result was a high-performance company that meets the criteria of an entrepreneurial unit in a corporate environment. The study provides practical guidelines for the transformation of a company and the implementation of factors such as strategy, the redesign of structures, organisational culture, leadership and communication.

Keywords

grounded theory; organisational change; organisational transformation; case study approach; South African manufacturing company

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