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    Navigating Complexity: The Dynamics of Organisational Culture during a Merger

    Access Status
    Fulltext not available
    Authors
    Dayaram, Kandy
    Date
    2005
    Type
    Journal Article
    
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    Citation
    Dayaram, K.. 2005. Navigating Complexity: The Dynamics of Organisational Culture during a Merger. Research and Practice in Human Resource Management 13 (1): 71-84.
    Source Title
    Research and Practice in Human Resource Management
    Additional URLs
    http://rphrm.curtin.edu.au/2005/issue1/complexity.html
    http://rphrm.curtin.edu.au/
    Faculty
    Curtin Business School
    School of Marketing
    School
    School of Management
    Remarks

    A link to the journal RESEARCH AND PRACTICE IN HUMAN RESOURCE MANAGEMENT is also available.

    URI
    http://hdl.handle.net/20.500.11937/29818
    Collection
    • Curtin Research Publications
    Abstract

    Despite enthusiasm for the South African Constitutional obligation of 1996 to redress inequities in the public education sector, the integration of previously advantaged and disadvantaged colleges has realised enormous challenges and the progress has been slow. Many of these challenges are manifested in values, attitudes and behaviours which are rooted in traditional cultural baggage. This paper will focus on the dilemmas and enigmas encountered by participants in education contexts that are undergoing sea change in mindsets and work practices. Specifically, this paper employs a case study to delineate the major challenges that arise when contemporary transformational initiatives clash with traditional rigid and inflexible college cultures. The implications for human resource management (HRM) practices and policies in public sector institutions contemplating similar revitalisation are discussed.

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