Exploring the change management process for the implementation of a digital telephony project in a higher education environment

Abstract

This study is a qualitative exploration of the managerial issues and change management techniques utilised throughout the technology shift from legacy PBX telephony to a cloud-based unified communications platform in a public institution of higher education in South Africa. The study is grounded in an interpretivist theoretical framework. This study followed a qualitative research approach utilising a case study design and thematic analysis to explore the intricacies associated with the implementation of novel technologies in the context of higher education. The study aimed to describe the environment and change management strategies employed during the technology transition. Specifically, the study focused on transforming managers' roles from decision-making to strategic communication and digital integration. The results obtained from semi-structured interviews with key stakeholders provided insights into a landscape that exhibits a readiness to adjust, but that also faces difficulties related to user acceptance and the availability of support systems. The study revealed a significant requirement for a complete approach to change management, encompassing well-defined change models, active involvement of managers, and the implementation of user-friendly technologies. In meeting the study's secondary objectives, the study examined procedures and obstacles faced during the transition. The findings underscore the significance of strategic change management practises, effective communication, and user-centric methodologies. The inquiry was directed by the main research aim, which was to investigate the management of a transition project and its implications for change management in the context of higher education. The study's findings reveal that the effectiveness of the shift was contingent upon, not just the technological aspects, but also the efficacy of communication, support, and integration into daily practices. This study makes a valuable contribution to the existing body of change management literature by providing actionable insights and practical recommendations specifically tailored to the management of technology transitions in the context of higher education. The findings emphasise the changing responsibilities of managers as strategic communicators and digital integrators, a critical aspect in efficiently navigating comparable developments. The research emphasises the significance of comprehensive training, support, individualised communication, and a strategy of gradual introduction of new technology. Potential avenues for future research encompass a comparative examination of transitions across diverse institutions and assessing the enduring impacts of digital transitions on operational efficiency. The dissertation enhances the scholarly and practical comprehension of change management in higher education institutions in the digital age, offering a significant resource for administrators and policymakers involved in comparable change endeavours.