Organisational transformation in the Russian oil industry 1. Introduction 2. Transition context 3. Stages of organisational transformation in transition economies 4. Yukos case study 5. TNK TNK BP case study 6. Lukoil and surgutneftegaz case studies 7. Leadership administrative heritage and absorptive capacity 8. Organisational learning and the development of organisational capabilities 9. Organisational learning and dynamic capabilities 10. Conclusions Four longitudinal case studies of Russian oil companies are drawn upon to explain the process of organisational transformation. The book highlights how and why this process differs between companies within the same industry explores the complexity of the change process and discusses the importance of the top management team. The links between organisational learning dynamic capabilities and the implementation of change are analysed. An interesting insight into the constraints and enablers of organisational change is also provided. The framework developed from this study can be successfully applied to other organisations wishing to bring about organisational change