Change Implementation and Competative Positioning

Bako Yusuf Adebola, Taiwo Akeem Ayinde and Ademeso James Olufemi
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Bako Yusuf Adebola: Business Administration and Management, Ilaro, Ogun State Nigeria
Taiwo Akeem Ayinde: Business Administration and Management, Ilaro, Ogun State Nigeria
Ademeso James Olufemi: Business Administration and Management, Ilaro, Ogun State Nigeria

Journal of International Business Research and Marketing, 2016, vol. 2, issue 1, 14-23

Abstract: Implementing complex organizational changes involve collective action by many people, each of whom contributes something. Implementation of change may face a big problem if the required environment, technique, and technologies are lacking. Descriptive survey research design was adopted. The population of this study comprised 43,820 management employees of the telecommunication industry (NCC 2012). Based on proportional stratified sampling technique, the survey sample size calculator software was used to select 2312 employees. A six-point likert scale type questionnaire used to collect data was validated by experts and a 0.81 Cronbach alpha coefficient confirmed its reliability. Of the 2312 questionnaire copies administered, 1435 were returned duly filled out. Change implementation had a significant relationship with competitive positioning (R2=0.251, p-value=0.0000

Keywords: Change Implementation; Competitive Positioning; Change Management; Competitive Positioning. (search for similar items in EconPapers)
JEL-codes: M00 (search for similar items in EconPapers)
Date: 2016
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Citations: View citations in EconPapers (1)

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Persistent link: https://EconPapers.repec.org/RePEc:mgs:jibrme:v:2:y:2016:i:1:p:14-23

DOI: 10.18775/jibrm.1849-8558.2015.21.3002

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