Abstract

The change agent role is usually occupied by company leaders or managers who hold leadership positions and are part of top management. The purpose of this research is to understand the role of a change agent in a State-Owned Enterprise (SOE) by conducting a case study at PT PLN Indonesia Power, one of the largest subsidiaries of PT PLN (Persero) in Indonesia. This research uses qualitative research methods. The informants in this study are organic employees of PT PLN Indonesia Power who have been designated as Change Agents by the Board of Directors of PT PLN Indonesia Power for the period between 2017 and 2021. Data collection techniques included in-depth interviews and documentation. Then, the data was analyzed using the configurative-ideographic studies case study method through the stages of data collection, and data reduction process, to conclude the data. It was concluded that the role of a change agent as a non-structural employee within PT PLN Indonesia Power includes acting as a coach, catalyst, activator, driver, communicator, solution provider, and mediator. The challenges faced in carrying out the role of change agent within PT PLN Indonesia Power include resistance to change and readiness to change.

Access to Document

Citations by Year