Organizational inertia and change portfolio: An analysis of the organizational environment in developing countries

Abstract

The purpose of this research is to develop a framework to cope with organizational inertia in the context of the developing countries. In contemporary organizational theory, inertia is considered as a major contaminating factor which could have adverse impacts upon the effectiveness of organizational change. Since organizational inertia is considered as a major barrier to a dynamic portfolio for change, this paper aims to examine and enhance our understanding about a group of inertia forces that could possibly resist the change process. The findings of this research contributed to the existing work by suggesting a range of challenges in the organizational context of the developing countries. Moreover, this paper addresses the context-dependent barriers to organizational change and therefore provides new empirical and theoretical frameworks that could be used by the stakeholders to revise their policies and restructure their organizations according to the demands of business environment. Key words: Organizational inertia, change, change portfolio, developing countries.