Academic journal article Baltic Journal of Economics

Change Management in Indian Organizations Compared to Chinese and Estonian Organizations (2009-2011)

Academic journal article Baltic Journal of Economics

Change Management in Indian Organizations Compared to Chinese and Estonian Organizations (2009-2011)

Article excerpt

Key words: change management, leadership style, employee involvement, foreign leader, leader's origin, resistance to change, scope of change, success of change project, transition countries, national culture, history, India, Estonia, China.

Defended on November 8, 2012 at Estonian Business School.

The thesis is available digitally http://www.ebs.ee/ee/teadustoo-2/publikatsioonid/ebs-dok-tori/

Supervisor: Ruth Alas (Ph.D, Professor), Estonian Business School, Estonia

The author's doctoral research aims to contribute to management theory by improving the understanding of cultural and historical influences on management practices. The research issue of this dissertation involves planned organizational change in Indian organizations and a comparison of the findings of studies in Indian, Chinese and Estonian organizations. These countries were selected because they all experienced a transition to a market economy in the early 1990s, which urged most organizations to adapt to new environmental changes. At the same time, these countries have varying levels of liberalization as well as different cultural and historical backgrounds. These factors make it interesting to compare different aspects of change management in these countries.

The author interviewed business consultants who have been part of organizational change projects in Indian organizations. Change management in Chinese and Estonian organizations has been studied by Andreeva, Alas and Sun (Andreeva et al., 2008, Alas and Sun, 2009, Sun, 2009, Sun and Alas, 2007). The data of their studies was made available to the author to carry out the comparison.

The dissertation focuses on leadership style, employee involvement and employee resistance during planned organizational change management projects. The study demonstrates that both leadership style and the level of employee involvement differ in these countries. Although the leadership style of the change leader is autocratic in China and India and participative in Estonia, employee involvement in decision-making on change content and implementation is more frequent in China. …

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