Change Management in Different Cultures: India, China and Estonia

The book aims to contribute to management theory by improving the understanding of cultural and historical influences on management practices. In 2009, the interviews with Indian management consultants were carried out. The results were compared with the findings of similar studies in China and Estonia. The book focuses on leadership style, employee involvement and employee resistance during organizational change management. The study demonstrates that both leadership style and the level of employee involvement differ in different countries. The results indicate that both the structural and the cultural component of the institutional environment influences the resistance to change. Also the history of these countries has a role in change management. The study demonstrates that involving foreigners in a change program makes resistance to change stronger in countries that have been colony or occupied country. Based on these findings, the author modified the triangular model of change developed by Ruth Alas and created a new model where the influences of the cultural and historical backgrounds are also taken into account.