An evaluation of appreciative inquiry as an alternative organisation development approach
- Van der Merwe, Schalk Willem
- Authors: Van der Merwe, Schalk Willem
- Date: 2017
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: http://hdl.handle.net/10962/5925 , vital:20990
- Description: The research provides an insight into the main challenges of previous Organisation Development processes, and Appreciative Inquiry is explored to establish the value it can offer as an alternative which minimises these challenges in today’s organisations. Organisation Development originated during the early 1950s and has evolved, adapted and changed dramatically since then. Two classical Organisation Development processes, Lewin’s 3-Step model and the Action Research spiral, are described, and typical challenges of applying them in today’s organisations are outlined. To remain competitive, organisations need to identify, adjust, and adapt to changing circumstances. These changing circumstances are constant and are due to increasingly complex demands from technological, economic, managerial, and cultural needs. Appreciative Inquiry as an approach is explored as an alternative Organisation Development process: it shifts the question from ‘what is going wrong’ to ‘what is going right in the organisation’. Appreciative Inquiry consists of the Discovery, Dream, Design and Destiny stages, and searches for the best in people and their organisations. In accordance with the constructionist paradigm, the research offers conclusions through the confirmation of past practices, conversations and relationships combined with creative new methods or experimentation of a positive intended future. The One- Group Pretest-Posttest, as a design, was selected to explore the effect of the variable (the Appreciative Inquiry intervention) in relation to the pre- and post-experimental evaluation. The design consists of an initial engagement (Pretest), the influencing variable (an Appreciative Inquiry intervention) and final engagement (Posttest) with the same group. The research was supported by a mixed method approach, with qualitative data supported by quantitative data. The quantitative data provided a general understanding of how participants experienced the change interventions. The qualitative data provided the information on how respondents experienced Organisation Development before an Appreciative Inquiry intervention and their views after an Appreciative Inquiry intervention. A South African secondary school was selected as a research site. Limited research is available regarding the application of Organisation Development and especially Appreciative Inquiry as a process in schools in general, and in South African schools in particular. A survey questionnaire was the instrument for collecting the quantitative data regarding the participants’ biographical information and change process perceptions. For the collection of qualitative data, interview questionnaires were used. The findings indicate that whereas previous change processes appear to have regarded the various staff levels of the school as separate entities, during the Appreciative Inquiry approach all staff were included as being an integral part of the organisation. The main finding after completion of the Appreciative Inquiry intervention was that collectively discussing and defining issues in a positive light instead of a problem to be solved changes the perspective of participants. Through the application of the Appreciative Inquiry’s four stages, participants were invited to think in a new way by applying innovation, enhancing participation, maintaining a positive core, and providing practical solutions through provocative statements. Conclusions reached from the research are that Appreciative Inquiry is a viable alternative for minimising Organisation Development challenges in contemporary organisations. The conclusions are based on factors such as understanding the reason for change; strong leadership; defining what is a successful intervention; understanding the Appreciative Inquiry process, the value of provocative statements; and the sustainability of change.
- Full Text:
- Date Issued: 2017
- Authors: Van der Merwe, Schalk Willem
- Date: 2017
- Language: English
- Type: Thesis , Masters , MCom
- Identifier: http://hdl.handle.net/10962/5925 , vital:20990
- Description: The research provides an insight into the main challenges of previous Organisation Development processes, and Appreciative Inquiry is explored to establish the value it can offer as an alternative which minimises these challenges in today’s organisations. Organisation Development originated during the early 1950s and has evolved, adapted and changed dramatically since then. Two classical Organisation Development processes, Lewin’s 3-Step model and the Action Research spiral, are described, and typical challenges of applying them in today’s organisations are outlined. To remain competitive, organisations need to identify, adjust, and adapt to changing circumstances. These changing circumstances are constant and are due to increasingly complex demands from technological, economic, managerial, and cultural needs. Appreciative Inquiry as an approach is explored as an alternative Organisation Development process: it shifts the question from ‘what is going wrong’ to ‘what is going right in the organisation’. Appreciative Inquiry consists of the Discovery, Dream, Design and Destiny stages, and searches for the best in people and their organisations. In accordance with the constructionist paradigm, the research offers conclusions through the confirmation of past practices, conversations and relationships combined with creative new methods or experimentation of a positive intended future. The One- Group Pretest-Posttest, as a design, was selected to explore the effect of the variable (the Appreciative Inquiry intervention) in relation to the pre- and post-experimental evaluation. The design consists of an initial engagement (Pretest), the influencing variable (an Appreciative Inquiry intervention) and final engagement (Posttest) with the same group. The research was supported by a mixed method approach, with qualitative data supported by quantitative data. The quantitative data provided a general understanding of how participants experienced the change interventions. The qualitative data provided the information on how respondents experienced Organisation Development before an Appreciative Inquiry intervention and their views after an Appreciative Inquiry intervention. A South African secondary school was selected as a research site. Limited research is available regarding the application of Organisation Development and especially Appreciative Inquiry as a process in schools in general, and in South African schools in particular. A survey questionnaire was the instrument for collecting the quantitative data regarding the participants’ biographical information and change process perceptions. For the collection of qualitative data, interview questionnaires were used. The findings indicate that whereas previous change processes appear to have regarded the various staff levels of the school as separate entities, during the Appreciative Inquiry approach all staff were included as being an integral part of the organisation. The main finding after completion of the Appreciative Inquiry intervention was that collectively discussing and defining issues in a positive light instead of a problem to be solved changes the perspective of participants. Through the application of the Appreciative Inquiry’s four stages, participants were invited to think in a new way by applying innovation, enhancing participation, maintaining a positive core, and providing practical solutions through provocative statements. Conclusions reached from the research are that Appreciative Inquiry is a viable alternative for minimising Organisation Development challenges in contemporary organisations. The conclusions are based on factors such as understanding the reason for change; strong leadership; defining what is a successful intervention; understanding the Appreciative Inquiry process, the value of provocative statements; and the sustainability of change.
- Full Text:
- Date Issued: 2017
Differentiating engagement of opportunity identification: a grounded theory study of Chinese immigrant entreprenuers
- Ndoro, Tinashe Tsungai Raphael
- Authors: Ndoro, Tinashe Tsungai Raphael
- Date: 2017
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: http://hdl.handle.net/10962/5568 , vital:20942
- Description: The aim of this study was to develop a substantive grounded theory describing how Chinese immigrant entrepreneurs who own and operate small retail businesses in the Eastern Cape province of South Africa identify opportunities in the business environment. The substantive grounded theory was developed using the prescripts of grounded theory proposed by Strauss and Corbin (1990). In this respect, a substantive grounded theory called differentiating engagement of opportunity identification was developed from a sample of 41 qualitative interviews conducted with Chinese immigrant entrepreneurs. The study found that Chinese immigrant entrepreneurs identified various opportunities (startup, sales, operational, relational) in the business environment through their dynamic interactions and relationships with different stakeholders. These stakeholders mainly included family members, local employees and customers. The Chinese immigrant entrepreneurs displayed two interactional processes in their interactions with stakeholders, namely engaging in and disengaging from interactions. These interactional processes enabled the Chinese immigrant entrepreneurs to identify opportunities and operate their small businesses in the business environment. Assumptions held about the interactions and relationships with stakeholders in the host community were central to the interactional processes displayed by the Chinese immigrant entrepreneurs. As they operated their small businesses, the Chinese immigrant entrepreneurs would engage in interactions with customers who were perceived as favourable (approachable). From these interactions with favourable (approachable) customers, the Chinese immigrant entrepreneurs were able to identify opportunities (gaining customer insight of opportunity), whereas they would disengage from interactions with customers perceived as unfavourable (unapproachable). In this respect, they would delegate their local employees (actions of delegation in business) with the responsibility of interacting with unfavourable and hostile customers. Additionally, the Chinese immigrant entrepreneurs would engage in interactions with local employees to gain insight into local indigenous products and identify opportunities in the host community. In order to identify other opportunities (operational, relational), the Chinese immigrant entrepreneurs would disengage from interactions with local employees and engage in interactions with other stakeholders such as family members. The varying differentiated interactions and relationships established by the Chinese immigrant entrepreneurs with different stakeholders created a relational context which enabled the identification of opportunities in the host environment. Thus, the findings of the present study and the substantive grounded theory developed (differentiating engagement of opportunity identification) are discussed from the perspective of social capital, social exchange theory and Chinese cultural values. Finally, the theory developed in the present study contributes to the understanding of the processes of how social capital and relationships contribute to the process of identifying opportunities and operating a small business by immigrant entrepreneurs within a host environment.
- Full Text:
- Date Issued: 2017
- Authors: Ndoro, Tinashe Tsungai Raphael
- Date: 2017
- Language: English
- Type: Thesis , Doctoral , PhD
- Identifier: http://hdl.handle.net/10962/5568 , vital:20942
- Description: The aim of this study was to develop a substantive grounded theory describing how Chinese immigrant entrepreneurs who own and operate small retail businesses in the Eastern Cape province of South Africa identify opportunities in the business environment. The substantive grounded theory was developed using the prescripts of grounded theory proposed by Strauss and Corbin (1990). In this respect, a substantive grounded theory called differentiating engagement of opportunity identification was developed from a sample of 41 qualitative interviews conducted with Chinese immigrant entrepreneurs. The study found that Chinese immigrant entrepreneurs identified various opportunities (startup, sales, operational, relational) in the business environment through their dynamic interactions and relationships with different stakeholders. These stakeholders mainly included family members, local employees and customers. The Chinese immigrant entrepreneurs displayed two interactional processes in their interactions with stakeholders, namely engaging in and disengaging from interactions. These interactional processes enabled the Chinese immigrant entrepreneurs to identify opportunities and operate their small businesses in the business environment. Assumptions held about the interactions and relationships with stakeholders in the host community were central to the interactional processes displayed by the Chinese immigrant entrepreneurs. As they operated their small businesses, the Chinese immigrant entrepreneurs would engage in interactions with customers who were perceived as favourable (approachable). From these interactions with favourable (approachable) customers, the Chinese immigrant entrepreneurs were able to identify opportunities (gaining customer insight of opportunity), whereas they would disengage from interactions with customers perceived as unfavourable (unapproachable). In this respect, they would delegate their local employees (actions of delegation in business) with the responsibility of interacting with unfavourable and hostile customers. Additionally, the Chinese immigrant entrepreneurs would engage in interactions with local employees to gain insight into local indigenous products and identify opportunities in the host community. In order to identify other opportunities (operational, relational), the Chinese immigrant entrepreneurs would disengage from interactions with local employees and engage in interactions with other stakeholders such as family members. The varying differentiated interactions and relationships established by the Chinese immigrant entrepreneurs with different stakeholders created a relational context which enabled the identification of opportunities in the host environment. Thus, the findings of the present study and the substantive grounded theory developed (differentiating engagement of opportunity identification) are discussed from the perspective of social capital, social exchange theory and Chinese cultural values. Finally, the theory developed in the present study contributes to the understanding of the processes of how social capital and relationships contribute to the process of identifying opportunities and operating a small business by immigrant entrepreneurs within a host environment.
- Full Text:
- Date Issued: 2017
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