Organizational change and development in India: A case of strategic organizational change and transformation

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.

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