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Applying the congruence model of organisational change in explaining the change in the Indian economic policies

Abstract Faced with a dynamic and globalised external economic environment and a deteriorating internal economic environment, the Indian government decided to reform its economic policies. The changes meant overhauling India's economic system by making it more market oriented. This article applies NadlerTushman's Congruence Model of organisational change to the changes in the Indian economic system and attempts to examine the model's validity in large-scale organisational settings. The findings show that although the change process is consistent with the model's features, the model does not recommend any action strategies to handle resistances. Resistances being a significant part of any change process, inclusion of strategies to manage resistances would enhance the applicability of the congruence model.