Organizational change and development in India: A case of strategic organizational change and transformation
Journal of Organizational Change Management
ISSN: 0953-4814
Article publication date: 31 August 2010
Abstract
Purpose
The purpose of this paper is to examine developments in the field of organizational change (OC) with reference to the context of India. It highlights the need to analyze this topic in the present Indian economic environment and discusses the main developments reported in the Indian literature on the same.
Design/methodology/approach
Empirical evidence based on a qualitative analysis of a case study undertaken at a public‐private partnership transformation at North Delhi Power Limited (NDPL) in India is presented.
Findings
The findings focus on trust building and belongingness for the employees, establishing a high‐performance orientation, quality improvements, and the resultant transformations at NDPL. The analysis indicates a number of ways by which NDPL sought to improve its efficiency in order to better adapt to the rapidly changing Indian business environment.
Practical implications
Based on the findings, the paper identifies key messages for policy makers and change agents regarding how to transform companies in the rapidly changing business contexts of emerging markets such as India.
Originality/value
The paper offers an in‐depth analysis of OC practices in a large organization in India.
Keywords
Citation
Bhatnagar, J., Budhwar, P., Srivastava, P. and Saini, D.S. (2010), "Organizational change and development in India: A case of strategic organizational change and transformation", Journal of Organizational Change Management, Vol. 23 No. 5, pp. 485-499. https://doi.org/10.1108/09534811011071243
Publisher
:Emerald Group Publishing Limited
Copyright © 2010, Emerald Group Publishing Limited