CHANGE AGENTS, NETWORKS, AND INSTITUTIONS: A CONTINGENCY THEORY OF ORGANIZATIONAL CHANGE

• 成果类型: Article
• 署名作者: Battilana, Julie; Casciaro, Tiziana
• 署名单位: Harvard University; University of Toronto
• 刊物名称: ACADEMY OF MANAGEMENT JOURNAL
• ISSN/ISSBN: 0001-4273
• DOI: 10.5465/amj.2009.0891
• 发表日期: 2012
• 页码: 381-398
• 关键词: social-structure; weak ties; Structural holes; MEDIATING ROLE; ENABLING ROLE; KNOWLEDGE; INNOVATION; POWER; position; TRANSFORMATION

摘要

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.