Identifying a typology of organizational transformations in India

Abstract

Purpose: This paper aims to develop a comprehensive typology of organizational transformations that is based on both content and process characteristics of transformations, and it is relevant to organizations in India. Design/methodology/approach: Through a review of literature, 17 different features/elements of organizational transformations were identified and organized into three dimensions – object, magnitude and speed of transformation – to develop a foundational framework of transformations. Through a comprehensive search of publicly available information, 52 cases of organizational transformations between 1991 and 2011 were identified. A case report for each transformation was then prepared and examined to identify elements of each transformation by referring to the foundational framework. Transformations were then classified into different types using cluster analysis, with elements as variables and cases as objects to be clustered. Findings: Nine distinct types of transformations were found. They were named quickfixer, extender, healer, evolver, peripheral, recurrent, methodical, internal and cultivator based on each case’s characteristics as captured in case reports. Originality/value: This study brings together transformation characteristics that have been largely considered distinct in literature to develop a comprehensive typology that depicts the complexity of organizational transformations. This is also one of the first studies to develop a typology of transformations that is based on and thus relevant to organizations in India.