Change Implementation and Competitive Positioning

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 < 0.05); hence, the result showed a positive significant relationship. The study concluded that change implementation significantly determined competitive positioning. The study recommended among other things that managers should make change implementation an integral part of change management so as to ensure competitive positioning. A major implication of the findings for the industry is that it has provided an insight into some of the implications change implementation have on competitive positioning in the Nigerian telecommunication industry. Implementing change judiciously is necessary.