• Nishi Tuli

The study explores the critical role of organizational culture in shaping the acceptance and success of change initiatives, focusing on two prominent frameworks: Cameron and Quinn’s Competing Values Framework (CVF) and Hofstede’s cultural dimensions. The primary objective is to identify how different cultural types and contexts act as either enablers or barriers to organizational transformation. Findings indicate that in the CVF, clan and adhocracy cultures generally support change through collaboration, trust, and innovation, while market cultures drive performance-oriented transformation but risk employee burnout. Hofstede’s cultural dimensions further reveal that national culture significantly influences organizational responses. Overall, the study concludes that culture functions not as a static barrier but as a lens through which change is interpreted. Leaders who recognize and leverage these cultural dynamics—both within the organization and across national contexts—are more likely to achieve successful, sustainable transformation.

Organizational culture, change initiatives, cultural frameworks, transformation

"Aligning Culture and Change: Lessons from Competing Values and Hofstede National Culture Dimensions", International Journal of Emerging Technologies and Innovative Research (www.jetir.org), ISSN:2349-5162, Vol.12, Issue 11, page no.c574-c578, November-2025, Available :http://www.jetir.org/papers/JETIR2511269.pdf

"Aligning Culture and Change: Lessons from Competing Values and Hofstede National Culture Dimensions", International Journal of Emerging Technologies and Innovative Research (www.jetir.org | UGC and issn Approved), ISSN:2349-5162, Vol.12, Issue 11, page no. ppc574-c578, November-2025, Available at : http://www.jetir.org/papers/JETIR2511269.pdf