Comparative Study on Cultural Dimensions of Organisational Change in India and New Zealand IT Industry
type: CreativeWork
description: Implementing and sustaining organisational change is challenging and often impossible for many organisations. Most transformation initiatives fail to achieve their objectives, especially during the planning and implementation stages. Policies and procedures must be closely tied to the organisation's culture for effective change implementation. When change and culture are aligned, organisations can integrate change into daily operations, ensuring long-term success and minimising resistance. This research focuses on identifying key drivers and barriers to organisational change, aiming to manage both the promoters and detractors efficiently, thereby reducing the likelihood of failure. There is considerable debate among scholars about bottom-up versus top-down resistance to change. As a result, this research emphasises change leadership and communication, exploring these aspects through various change models in detail. Organisations recognise that change is crucial and see it as a critical factor in their development and success. This research profoundly explores the cultural aspects used by Hofstede’s cultural dimension framework to understand the cultural differences between the Information Technology industries in India and New Zealand. The research aimed to align organisational change with culture by uniquely integrating Hofstede’s cultural dimensions with Lewin’s change model, assessing each cultural dimension across the three stages of change: before, during, and after. Research on cross-cultural collaboration is advancing significantly, and understanding culture across borders is increasingly crucial, driven by the availability of cost-effective skilled labour, technology, and efficient change and cultural processes. This research aimed to merge the analysis of organisational change and culture and to apply these findings collaboratively between two countries. By working with promoters, the research identified critical cultural factors around which strategies can…
abstract: Implementing and sustaining organisational change is challenging and often impossible for many organisations. Most transformation initiatives fail to achieve their objectives, especially during the planning and implementation stages. Policies and procedures must be closely tied to the organisation's culture for effective change implementation. When change and culture are aligned, organisations can integrate change into daily operations, ensuring long-term success and minimising resistance. This research focuses on identifying key drivers and barriers to organisational change, aiming to manage both the promoters and detractors efficiently, thereby reducing the likelihood of failure. There is considerable debate among scholars about bottom-up versus top-down resistance to change. As a result, this research emphasises change leadership and communication, exploring these aspects through various change models in detail. Organisations recognise that change is crucial and see it as a critical factor in their development and success. This research profoundly explores the cultural aspects used by Hofstede’s cultural dimension framework to understand the cultural differences between the Information Technology industries in India and New Zealand. The research aimed to align organisational change with culture by uniquely integrating Hofstede’s cultural dimensions with Lewin’s change model, assessing each cultural dimension across the three stages of change: before, during, and after. Research on cross-cultural collaboration is advancing significantly, and understanding culture across borders is increasingly crucial, driven by the availability of cost-effective skilled labour, technology, and efficient change and cultural processes. This research aimed to merge the analysis of organisational change and culture and to apply these findings collaboratively between two countries. By working with promoters, the research identified critical cultural factors around which strategies can…
author: Sharma, Mohak
language: en
keywords: organisation culture, organisation change, cross-cultural collaboration, information technology, India, New Zealand
date published: 2024
date modified: 2026-07-27T20:28:17Z
provider: Otago Polytechnic
publisher: Networked Digital Library of Theses and Dissertations
type: WebPage
source organization: Otago Polytechnic | Te Pūkenga

PropertyValue
property ID: Handle
value: https://hdl.handle.net/10652/6635