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Organizational Transformation in India: Developing a Typology


  • Sharma, Supriya


Organizational transformation, which is frequently credited with turning around the fortunes of many organizations, has remained an underrated concept in India. This paper is an attempt to study the transformations that have taken place in organizations operating in India, and thus classify them to develop a broad typology, which is relevant for India. This typology has been developed by first identifying the three key components of any transformation – Object, Magnitude and Speed – and building a conceptual framework to understand each episode of transformation better. Analysis reveals nine types of transformations, which capture different aspects of each of the key components of transformation process.

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  • Sharma, Supriya, 2012. "Organizational Transformation in India: Developing a Typology," IIMA Working Papers WP2012-11-01, Indian Institute of Management Ahmedabad, Research and Publication Department.
  • Handle: RePEc:iim:iimawp:11459

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    References listed on IDEAS

    1. Kilmann, Ralph, 1995. "A holistic program and critical success factors of corporate transformation," European Management Journal, Elsevier, vol. 13(2), pages 175-186, June.
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    7. Ascari, Alessio & Rock, Melinda & Dutta, Soumitra, 1995. "Reengineering and organizational change: Lessons from a comparative analysis of company experiences," European Management Journal, Elsevier, vol. 13(1), pages 1-30, March.
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    9. Chakravarthy, Bala, 1996. "The process of transformation: In search of Nirvana," European Management Journal, Elsevier, vol. 14(6), pages 529-539, December.
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