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dc.contributor.authorBattilana, Julie
dc.contributor.authorCasciaro, Tiziana
dc.date.accessioned2012-09-13T17:39:59Z
dc.date.issued2012
dc.identifier.citationBattilana, Julie, and Tiziana Casciaro. "Change Agents, Networks, and Institutions: A Contingency Theory of Organizational Change." Academy of Management Journal 55, no. 2 (April 2012).en_US
dc.identifier.issn0001-4273en_US
dc.identifier.urihttp://nrs.harvard.edu/urn-3:HUL.InstRepos:9549319
dc.description.abstractWe develop a contingency theory for how structural closure in a network, defined as 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.en_US
dc.language.isoen_USen_US
dc.publisherAcademy of Managementen_US
dc.relation.isversionofhttp://amj.aom.org/content/55/2/381.abstracten_US
dash.licenseOAP
dc.subjectnetworksen_US
dc.subjecttheoryen_US
dc.subjectorganizationsen_US
dc.subjectchangeen_US
dc.titleChange Agents, Networks, and Institutions: A Contingency Theory of Organizational Changeen_US
dc.typeJournal Articleen_US
dc.description.versionAuthor's Originalen_US
dc.relation.journalAcademy of Management Journalen_US
dash.depositing.authorBattilana, Julie
dc.date.available2012-09-13T17:39:59Z
dc.identifier.doi10.5465/amj.2009.0891
dash.contributor.affiliatedBattilana, Julie


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