Successful transformational change in revenue management among beneficiary communities of South African renewable energy construction companies

Abstract

Transformational change is the second of three sub-models that resulted from the splitting of the original model following the data analysis as part of a thesis entitled A theoretical model for successful management of revenue for beneficiary communities of renewable energy companies in South Africa. The sub-model provides specific guidance for project managers dealing with transformational change in communities to stakeholders, industry experts and community development practitioners in the renewable energy sector. The aim of the research was to promote a localised understanding of education, social interaction, social cohesion, infrastructure improvement and sharing to ensure success in managing the revenue for beneficiary community projects by renewable energy construction companies. A literature review of relevant literature on transfor mational change factors was conducted and used to develop a structured questionnaire distributed to national and international popu lation of project management practitioners who were conveniently sampled in South Africa. Using an electronic measuring instrument, the empirical findings established four factors that were reliable and valid for transformational change in communities, namely education, infrastructure development, human develop-ment, and change management. Using these factors and construc ting a path diagram of the indepen dent variables (education, infrastructure develop ment, human development, change management) and subsequent intervening (good governance) and dependent variables (perceived success of revenue management), appropriate hypotheses were developed to test the model. The hypotheses were analysed and tested empirically using Structural Equation Modelling (SEM). Determinants were identified as elements of transformational change that influence the success of revenue management for beneficiary communities for South African renewable energy companies. These included the use of education, infrastructure development, human development, change management, and good governance.