The implementation of organizational changes during the transition in China and Estonia

Abstract

Purpose – The purpose of this paper is to investigate how a country's national culture and institutional framework influence employees' reactions to changes in organizations and the process of implementation of changes.Design/methodology/approach – The authors conducted interviews with members of top management teams in 160 companies in several large cities in the northern part of China: Beijing, Tianjin, Jinan and Zibo, and in 137 Estonian companies. In both countries, the companies involved represented various industries and sectors, ranging from manufacturing and technology, banking and insurance organizations, to those in energy and education industries. The interviews included open‐ended questions about the process of implementing organizational change and reactions to changes.Findings – Results of interviews with managers indicate the similarities in employees' reactions to changes and in management of change process between the two countries stem from their socialist past. The different approaches ...