Abstract
This study aims to understand organizational change in public sector of Pakistan in a computerized driving licensing authority (CDLA) of Khyber Pakhtunkhwa Traffic Police (KPTP). A qualitative approach was adopted to understand the process of organizational change in KPTP. Thirty Semistructured in-depth interviews were conducted with the top, middle and lower management. Respondents comprised the employees involved in change process at any stage of change initiative. Data was analyzed using thematic networking technique. Findings of the research shows  provide a holistic and processual view about the reasons for change, types and approach to change, causes of resistance to change, issues in implementation, the outcome of organizational  change, and the dominant factors of new public management (NPM) evident in the change initiative of CDLA. This study contributes theoretically by adding into body of knowledge from the  developing country perspective as well as by studying change in an autocratic system of police.
Keywords: Organizational change, public sector reforms, qualitative, thematic networks, Police