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Change agents, networks, and institutions : a contingency theory of organizational change

We develop a contingency theory for how structural closure in a network, defined as terms of the extent to which an actor's network contacts are connected to one another, affects the initiation and adoption of change in organizations. Using longitudinal survey data supplemented with eight in-depth case studies, we analyze 68 organizational change initiatives undertaken in the United Kingdom's National Health Service. We show that low levels of structural closure (i.e., ?structural holes?) in a change agent's network aid the initiation and adoption of changes that diverge from the institutional status quo but hinder the adoption of less divergent changes. .Printed Journal, baca ditempat

Ketersediaan

Call NumberLocationAvailable
AMJ5502PSB lt.dasar - Pascasarjana1
Penerbit Academy of Management.,
Edisi -
Subjek Institutional Theory
network theory
Theoretical Perspectives
Role of change agents
Organizational Development and Change
ISBN/ISSN 14273
Klasifikasi -
Deskripsi Fisik -
Info Detail Spesifik -
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