Organizational Change: A study of the Krungthai Card Public Company

Abstract

            The purposes of this study were to investigate and gain a deep understanding of what were the organizational changes of the Krungthai Card Public Company Limited (KTC). A qualitative approach was employed and the case study strategy was selected to guide the whole research process. Data were collected from semi-structured interviews with26 participants who were currently working in this organization at four difference levels: top management level, middle management level, supervisor management level and operational management level. Using manual coding as a basis for the data analysis, 36 main categories of organizational change emerged and these were grouped into eight themes: (1) Change; (2) Views from Outside in; (3) Strengths of KTC; (4) Factors Affecting a leading credit card provider; (5) Smart Office as an Innovation of KTC; (6) Link of KTC stakeholder; (7) Learn & Earn Program; and (8) Reasons for KTC separating from the Krungthai Bank (KTB). The research reported in this study made a significant contribution to our knowledge of the important role that leadership plays in organizational change, the alignment between business strategies and organization development (OD), and the implications for the policymakers by proposing a tentative business process model of credit card services in this case of organizational change with successful outcomes