Change Management Choices and Trajectories in a Multidivisional Firm
研究了一家石油公司三个部门实施变革时，变革代理人如何平衡目标、政治和关系三种关切，并发现不同路径对变革结果有不同影响。
This paper draws on a comparative case study of the implementation of a planned change initiative across three different divisions of a multidivisional oil company to investigate the influences guiding division‐level change agents in their choice of a change management approach and the impact of different approaches on change outcomes. While the contingency perspective suggests that change management approaches should be chosen to fit with change content and context, we found that change agents navigated amongst three concerns: substantive concerns related to goal attainment, political concerns related to conformity to corporate demands, and relational concerns concerning relations with employees. We identified three different change management trajectories across the three divisions based on alternative ways of balancing the concerns. The data show that, regardless of the change management approach adopted, change tends to be diluted in implementation. However, the various trajectories have differential consequences for other important dimensions such as corporate approval and relationships with employees.