Project study Title: Organisational identity conflict and conflict transformation in a selected Chinese organisation in Uganda’s construction industry.
Supervisor: Theus Louw and Professor Claude- Helene Mayer
Sidney Muhangi is a Management student at Rhodes University, Grahamstown-South Africa. He is Mandela Rhodes Scholar-Class of 2016, who completed Honours (Management) in the same institution after his Bachelor of Business Administration at Makerere University-Kampala. Outside academics, Sidney has been involved in several social and leadership initiatives both local and international such as the Hult Prize, Young African Leaders Initiative (YALI-East Africa), Global Social Entrepreneurship Competition(GSEC), and the Global Innovation for Science and Technology (GSEC) among others. He currently does a Master of Commerce on a Chinese projected supported by the National Research Foundation of South Africa.
Abstract of Research
Chinese Organisations are increasingly investing in Africa. More specifically Uganda, Chinese organisations operate in the construction industry. To be successful organisations need to have a good relationship with their employees, the government and local communities in which they work. However, most Chinese Organisations in Uganda have found it difficult to adapt to local conditions and as a result, are experiencing organisational conflicts.If these organisations are to continue their work, they need to resolve and transform conflict.
The aim of this study was to find identity conflicts within a selected Chinese organisation in the construction industry in Uganda and explore ways of transforming conflict in this organisation. To understand reality from participants’ views and lived experiences, a critical incident (CIT) technique helped to frame questions to guide face to face interviews. The researcher selected participants from various departments of the organisation to obtain diverse opinions using purposive sampling.
Responses show that identity conflicts in the organisation are a result of a language barrier, differing work ethics, cultures and stereotypes among others. Results also show that conflict transformation is taking place within the organisation, however more work is still required to further transform conflict.
Last Modified: Sun, 12 Nov 2017 22:56:54 SAST