WHAT DO LINE MANAGERS IN A LARGE-SCALE TRANSFORMATION NEED TO PERFORM WELL IN THEIR ROLE? A case study of a R&D department during an agile transformation

Abstract

Purpose: The purpose of this study is to explore the line managers’ needs to perform well in their role in a large-scale transformation, from an individual level. Furthermore, the aim is to understand how the identified needs can be explained from a theoretical perspective. Theory: The theoretical framework chosen to study this phenomenon is built on two different theories, the ability, motivation, opportunity (AMO)-model and the General Change Theory (GCT). The AMO-model is used to analyse the identified needs of the line managers and to demonstrate in which areas the discovered needs for a good performance lie, from a closer perspective. The GCT has been applied in order to explain the underlying reasons for the identified needs. Furthermore, both theoretical perspectives will be combined to examine which needs appear in which stage of the change process. Method: For the methodology a qualitative case study of the Research and Development department during an agile transformation has been chosen and 14 in-depth semi-structured interviews were conducted. Result: Results of the study are that the line managers show to have needs that are shaped by ability, motivation and opportunity, when it comes to perform of their role well in the transformation. Most of the identified needs are visible in form of unmet needs, resulting in frustrations. The identified needs could furthermore be explained by the different phases of the line managers in the change process, whereby in the initial stages there seem to be more needs, especially for information and support, meaning that they are influenced by ability and motivational factors. Line managers in the advanced stages communicate to have more needs concerning their opportunity, such as for practical help and they seem overall more optimistic about the transformation and their role. However, patterns could also be found specifically connected to the agility, such as different perceptions of line managers that work with software only or also with other areas.