Organizational Transformation for Sustainable Development: A Case Study

Radha R. Sharma () and Shoma Mukherji ()
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Radha R. Sharma: HHL Leipzig Graduate School of Management
Shoma Mukherji: Management Development Institute

Chapter 11 in Management of Permanent Change, 2015, pp 195-216 from Springer

Abstract: Abstract The paper presents a case study of organizational transformation adopting Galpin’s model of Change Management Process. Oil and Natural Gas Corporation (ONGC), a public sector enterprise, is a ‘maharatna’ (the greatest corporate jewels of India), an Indian multi-national, which contributes to 72 % of the nation’s crude oil and 48 % of natural gas production. It has been responsible for building up 7 billion tons of in-place hydrocarbon reserves of the country. All its installations were certified for Quality, Health, Safety and Environment Management (QHSE). The paper traces ONGC’s evolution, growth and transformation with focus on green management and triple bottom line. It had received several awards, inter alia, Golden Peacock Award several times including one in 2013 for its heath, climate, safety and impeccable record in the climate change mitigation. Thus, a traditional government owned organization, ONGC, has emerged as a leading global player in the energy sector. It had successfully faced competition and had been recognized as one of the most respected companies in India with the 3 Ps—people, profit and planet without losing focus on green management.

Keywords: Corporate Social Responsibility; Business Group; Triple Bottom Line; Underground Coal Gasification; Grass Root Level (search for similar items in EconPapers)
Date: 2015
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Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-658-05014-6_11

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DOI: 10.1007/978-3-658-05014-6_11

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