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| Tekijä: | Albers Mohrman, S. Tenkasi, R.V. Morhman Jr., A.M. |
| Otsikko: | The role of networks in fundamental organizational change: a grounded analysis |
| Lehti: | Journal of Applied Behavioral Science
2003 : SEP, VOL. 39:3, p. 301-323 |
| Asiasana: | Learning Organizational change |
| Vapaa asiasana: | Grounded theory |
| Kieli: | eng |
| Tiivistelmä: | This study examines eight organizations utilizing a grounded-theory approach, and it finds that social networks make a difference in the capability of organizations to implement fundamental organizational change. In specific, it is examined whether networks enable the learning required for local units to develop the new schemata - understandings, behaviour and interaction patterns - required to adopt and appropriate planned organization-wide change. A mixture of organization-wide and local learning networks in organizations successfully implemented change, whereas the unsuccessful organizations relied primarily on hierarchical change implementation networks. |
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