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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 Number | Location | Available |
|---|---|---|
| AMJ5502 | PSB lt.dasar - Pascasarjana | 1 |
| 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 | - |
| Other Version/Related | Tidak tersedia versi lain |
| Lampiran Berkas | Tidak Ada Data |