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This paper explored factors for infusing change management practices in the public sector and gave recommendations for policy execution of technology. The Western Cape Department of Community Safety (DoCS) launched the Expanded Partnership Programme (EPP) in 2010, as provided for in section 206 of the Constitution to reorient social crime prevention by Community Policing Forums Educate and Share towards Monitoring Guided Actions to increase sustainability, the efficiency of Community Police Forums (CPFs), and the accountability of the police. Even with an investment of R18 million, participation levels were still low and there was no service delivery improvement by the police, thus the need for a change management was borne. The study pointed out the need of strategic methods such as Kotter’s 8-Step Process, Prosci ADKAR, and McKinsey Influence Model to implement institutionalised changes. The research pursued a practical stance and therefore merged objectivist and constructivist positions with an abductive approach. Count data were collected through the use of a Likert scale questionnaire since it was quantitative in nature while qualitative data was obtained from semi-structured focus group discussions. Data analysis was performed using qualitative and quantitative methods such as descriptive statistics, Pearson’s Chi-square, and content analysis, among others. The research findings highlighted key factors such as organizational culture, interests of stakeholders, politics, resources, and the external environment a determinants of change management. The creation of detailed guidelines that are supported by evidence to direct decision making, resource allocation and prioritisation of policies by the government was advocated for in the study. These findings closed the loop between the research academic domain and the practical field, and demonstrated clear steps towards improving accountability, transparency and adequacy of change implementation.

The aim of this paper is to explore how the cognitive elements of social identity within informal structures influence employees' perceptions and, in turn, impact corporate strategy. This study proposes a framework for managing such informal structures relevant to both theory and practice by employing a social identity theoretical framework. The research examines the impact of informal structures on corporate strategy within the context of a case study involving a South African mining company. The paper establishes that norms, values, and thought processes toward corporate strategy are informally shaped by social identity groups. It suggests that in future research, employing an alternative theoretical framework could serve to establish the reproducibility of the results. Furthermore, a shift towards quantitative research methods would enhance the comprehensiveness of validity testing through methodological triangulation. The proposed framework offers a comprehensive theoretical perspective that contextualizes the interaction between cognitive components of social identity and corporate strategy. It illustrates how aligning personal goals with corporate objectives, maintaining consistent communication, implementing fair employee recognition practices, and equitably sharing resources can mitigate opposition from social identity groups toward corporate strategy. The research presents a pioneering case study of a mining company that employs social identity theory to delineate the informal structure and ascertain how social identity elements influence corporate strategy.