A Teaching/Learning Case History of CROP in Zimbabwe

Abstract

An intensive literature search on transformation, change management and leadership revealed that the transformation theory arena has been driven by case studies. However, the case studies cited were predominantly Western.

This article is a contribution towards the number of case studies on the subject of organisational transformation in non-Western emerging economies. A longitudinal case study approach is used to capture the experiences (in transformation) of CROP, a Zimbabwean company, spanning from 1980 when Zimbabwe attained its independence to 2000.

To understand the thought processes underlying major decisions made along the way, perspectives of major stakeholders like business executives, worker opinion leaders, the media, customers, suppliers, government and civic society are included.

Multiple data collection methods enhanced triangulation of evidence.

Fourteen constructs formed the basis of data collection.

Eleven challenges and seven themes emerged from the study of CROP.

I recommend that the CROP case be used alongside the other three case histories to appreciate the challenges of organisational transformation in the emerging economy of Zimbabwe unearthed through the full study.

This article should also be used together with another article covering a comprehensive analysis of the social, political and historical context within which managers acted.