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Financial Turnaround of the Indian Railways: A Case Study

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  • Desh Gupta
  • Milind Sathye

Abstract

We analyse the factors that led to the turnaround of the Indian Railways from a low performing organisation to a high performing one. Literature on public sector turnaround provides the theoretical underpinnings. Enterprise turnaround is often ascribed to managerial leadership; we found that environmental factors (good luck) also contribute to the success. The implication of our study is that an organisation’s turnaround success needs to be put in a wider context.

Suggested Citation

  • Desh Gupta & Milind Sathye, 2008. "Financial Turnaround of the Indian Railways: A Case Study," ASARC Working Papers 2008-06, The Australian National University, Australia South Asia Research Centre.
    • Handle: RePEc:pas:asarcc:2008-06
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    File URL: https://crawford.anu.edu.au/acde/asarc/pdf/papers/2008/WP2008_06.pdf
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    References listed on IDEAS

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    1. Garry D. Bruton & David Ahlstrom & Johnny C. C. Wan, 2003. "Turnaround in East Asian firms: evidence from ethnic Overseas Chinese communities," Strategic Management Journal, Wiley Blackwell, vol. 24(6), pages 519-540, June.
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