Rao-Nicholson, Rekha and Mohyuddin, Syed (2023) The role of transformational leadership and institutional entrepreneurship in organizational change in Indian public organizations. Asian Business and Management, 23 (2). pp. 213-236. DOI https://doi.org/10.1057/s41291-023-00218-5
Rao-Nicholson, Rekha and Mohyuddin, Syed (2023) The role of transformational leadership and institutional entrepreneurship in organizational change in Indian public organizations. Asian Business and Management, 23 (2). pp. 213-236. DOI https://doi.org/10.1057/s41291-023-00218-5
Rao-Nicholson, Rekha and Mohyuddin, Syed (2023) The role of transformational leadership and institutional entrepreneurship in organizational change in Indian public organizations. Asian Business and Management, 23 (2). pp. 213-236. DOI https://doi.org/10.1057/s41291-023-00218-5
Abstract
Drawing on theories of transformational leadership and institutional entrepreneurship, this study explores the causal drivers that transformed a public organization involved in the construction of the Delhi Metro. It explores the under-examined antecedents that drive organizational change, seeking to understand the links between leadership and entrepreneurship and significant reforms in the operation of a public organization. This paper then refers to institutional structures, cultures, practices and routines that were added or modified during the construction of a large public infrastructure project. Together, these actions demonstrate the value of transformational leadership and institutional entrepreneurship in action. The findings of the study affirm that transformational leadership and entrepreneurship can drive successful outcomes in a major public infrastructure organization. Observing and recording such changes in a specific longitudinal field study is a vital precursor to unlocking the infrastructural potential of a developing country like India.
Item Type: | Article |
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Uncontrolled Keywords: | India, transformational leadership, institutional entrepreneurship, organizational change, case study |
Divisions: | Faculty of Social Sciences Faculty of Social Sciences > Essex Business School |
SWORD Depositor: | Unnamed user with email elements@essex.ac.uk |
Depositing User: | Unnamed user with email elements@essex.ac.uk |
Date Deposited: | 08 Mar 2023 17:27 |
Last Modified: | 16 May 2024 21:44 |
URI: | http://repository.essex.ac.uk/id/eprint/35061 |
Available files
Filename: ABM manuscript 15022023.pdf