Diffusion of innovation across cultures is a broad field of study, especially when considering the adaptation of organizational development (OD) innovations into multicultural environments. Although OD interventions are often adapted to fit unique circumstances of each organization’s culture, this study explored whether there were specific adaptations that occur when OD interventions are applied to Indian organizations by Indian practitioners. The purpose of this qualitative study was to discover how appreciative inquiry (AI) as an OD intervention was received and adapted by OD practitioners in India with particular focus on for-profit organizations.
A thematic analysis of 17 implementations shared by Indian practitioners was conducted to examine the fidelity and extensiveness of AI adaptation. Toward this end, the study was tailored to ensure the intervention was localized and situated more specifically in the organizational and leadership contexts. Results revealed that AI, when applied to India-based for-profit organizations, exhibited a level of adaptation that could be applied on a global scale. It is anticipated that understanding the factors that drive AI adaptation in India will assist scholars and practitioners to establish guidelines for successfully transferring organizational innovations.
|Commitee:||Karpacz, Heather, McCall, Mary, Shah, Hard, Thatchenkery, Tojo|
|School:||Fielding Graduate University|
|Department:||Human and Organization Development|
|School Location:||United States -- California|
|Source:||DAI-A 78/05(E), Dissertation Abstracts International|
|Subjects:||Organization Theory, Organizational behavior|
|Keywords:||Adaptation, Appreciative inquiry, India, Indian consultants, Innovation diffusion, Od intervention|
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