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Title: Conceptualizing transformation in the post-merger and incorporation environment era: A case of the Durban University of Technology
Authors: Ngcamu, Bethuel Sibongiseni 
Keywords: Leadership;Change management;Institutional theory;Higher Education Institutions
Issue Date: 2016
Publisher: Emerald Group Publishing
Source: Ngcamu, B. S. 2016. Conceptualizing transformation in the post-merger and incorporation environment era: A case of the Durban University of Technology. International Journal of Sociology and Social Policy, 36(5/6):1-24.
– The purpose of this paper is to gauge the knowledge of the university leaders at the Durban University of Technology on transformation.

– This study uses both quantitative and qualitative approaches guided by a structured survey questionnaire and in-depth interviews with the university leaders. The questionnaires generated the reliability coefficient α of 0.947, indicating a high degree of acceptance and consistency of the results.

– The study findings reveal the highest percentage of 70 per cent regarding the belief that transformation refers to restructuring the institution more than commonly anticipated variables such as race (56 per cent) and redressing the past injustices (59 per cent).

Research limitations/implications
– The limitation of the study was the scarcity of published material on the sub-dimensions of the study of transformation (transformation as referring to attracting qualified employees). Another limitation which was observed included the paucity of data regarding discipline and knowledge of transformation variables.

Practical implications
– This study suggests transformation in higher education institutions is defined through internal (operational and core) and external factors with a direct influence.

– This paper could potentially enrich the meaning of transformation, derived from the context and experience of South Africa.
DOI: 10.1108/IJSSP-04-2015-0037
Appears in Collections:Research Publications (Management Sciences)

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