After the fall of the communist regime, Romania entered in the transition phase from a planned economy to a market economy. As former state-owned enterprises have been transformed in private companies, organizational change has become a subject of interest in the management studies. Our paper aims to contribute to the increasing European debate regarding the organizational change in ex-communist countries, to demonstrate that organizational change faces higher resistance in transitional countries from Eastern and Central Europe and to propose a four stages model of organizational change in a Romanian railways company. The objectives of the paper were achieved by reviewing the literature, and by using a study case. The company that is the subject of our research is a large, complex organization which is in transition from a state-owned enterprise to a private one.

organizational change, management, Romania, railways, CFR