Globally organizations look at restructuring to increase competitiveness and enhance performance under uncertain business environment. Indian organizations started restructuring in response to the new economic policies introduced in the early 1990s. Surveys in 1990s found that many Indian organizations had restructured or were planning to do so. This book documents the experiences of restructuring in Indian organizations. A grounded triangulation design was adopted with case studies followed by a questionnaire survey. Two case studies were conducted with in depth interviews and analysis of secondary data. The questionnaire survey was conducted in fifty organizations using two questionnaires, one each for top and senior management. Findings suggest that managers have choices in terms of processes used during restructuring; the extent of change and processes depend on the environmental uncertainty and past organizational effectiveness; and effective restructuring is harmonious alignment of changes in organizational characteristics. The study supports strategic choice theory and extends contingency/configuration theory to restructuring configurations.