WHAT DO LINE MANAGERS IN A LARGE-SCALE TRANSFORMATION NEED TO PERFORM WELL IN THEIR ROLE? A case study of a R&D department during an agile transformation
Sammanfattning: Purpose: The purpose of this study is to explore the line managers’ needs to perform wellin their role in a large-scale transformation, from an individual level.Furthermore, the aim is to understand how the identified needs can be explainedfrom a theoretical perspective.Theory: The theoretical framework chosen to study this phenomenon is built on twodifferent theories, the ability, motivation, opportunity (AMO)-model and theGeneral Change Theory (GCT). The AMO-model is used to analyse theidentified needs of the line managers and to demonstrate in which areas thediscovered needs for a good performance lie, from a closer perspective. TheGCT has been applied in order to explain the underlying reasons for theidentified needs. Furthermore, both theoretical perspectives will be combined toexamine which needs appear in which stage of the change process.Method: For the methodology a qualitative case study of the Research and Developmentdepartment during an agile transformation has been chosen and 14 in-depthsemi-structured interviews were conducted.Result: Results of the study are that the line managers show to have needs that areshaped by ability, motivation and opportunity, when it comes to perform of theirrole well in the transformation. Most of the identified needs are visible in formof unmet needs, resulting in frustrations. The identified needs could furthermorebe explained by the different phases of the line managers in the change process,whereby in the initial stages there seem to be more needs, especially forinformation and support, meaning that they are influenced by ability andmotivational factors. Line managers in the advanced stages communicate tohave more needs concerning their opportunity, such as for practical help andthey seem overall more optimistic about the transformation and theirrole. However, patterns could also be found specifically connected to theagility, such as different perceptions of line managers that work with softwareonly or also with other areas.
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