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Sources of Fidelity in Purposive Organizational Change: Lessons from a Re‐engineering Case
Author(s) -
JohnsonCramer Michael E.,
Cross Robert L.,
Yan Aimin
Publication year - 2003
Publication title -
journal of management studies
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 4.398
H-Index - 184
eISSN - 1467-6486
pISSN - 0022-2380
DOI - 10.1111/1467-6486.00402
Subject(s) - fidelity , planned change , inertia , affect (linguistics) , organizational change , adaptation (eye) , nonprobability sampling , process (computing) , organizational structure , process management , knowledge management , computer science , business , management , political science , public relations , psychology , sociology , economics , telecommunications , population , physics , demography , communication , classical mechanics , neuroscience , operating system
The debate between adaptation and inertia hinges on whether theorists believe that organizations can effect purposive organizational change in which the realized structures match the planned structures. To date, research on organizational change has yielded few insights into the conditions under which such change occurs. This longitudinal case study of a re‐engineering programme at a medium‐sized bank examined the conditions under which elements of the planned structure were faithfully implemented. Elaborating a model of change fidelity , this paper argues that the features of the design elements themselves, attributes of the change process, and general contextual factors affect the likelihood that planned changes will occur.