Author:
Bhatnagar Jyotsna,Budhwar Pawan,Srivastava Pallavi,Saini Debi S.
Abstract
PurposeThe 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/approachEmpirical 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.FindingsThe 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 implicationsBased 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/valueThe paper offers an in‐depth analysis of OC practices in a large organization in India.
Subject
Management of Technology and Innovation,Organizational Behavior and Human Resource Management,Strategy and Management,General Decision Sciences
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