Considering the
failure of many developing countries to conduct successful market liberalization and
privatization programs that would integrate them into the
global market economy and global financial systems, this paper asks how
organizational development strategies could prove useful and increase opportunities for
success. Beginning with the argument that privatization was a revolutionary transition, requiring the implementation of radical changes at all of the organization, group, and individual levels, based upon diagnosis of problems and definition of change forms and procedures, the research argues that success was contingent upon the translation of organizational development theory into practice and that failure was the logical outcome of overlooking this. The paper includes a table.