Constraints to organizational change processes regarding the introduction of organic products: case findings from the Swiss food industry
基于吉登斯结构化理论，分析了瑞士食品加工企业引入有机产品时面临的四个相互强化的约束因素：有机产品低营业额、缺乏高层支持、绩效评估标准未调整以及员工对有机理念的接受度不足。
Abstract The combination of the power dimension with the cognitive dimension on the basis of Giddens' theory of structuration provides a powerful concept for analysing constraints to organizational change. In the case of the introduction of organic products to Swiss food processing companies, four interacting and mutually re‐enforcing factors could be identified to constrain organizational change for a successful introduction of organic products: the organic products' low share of overall turnover (resources), missing top management support (power), missing adjustment of the collaborators' performance assessment criteria (norms) and missing collaborators' acceptance for the organic ideology (interpretative schemes). The strategies to overcome these constraints must be designed carefully according to the specific situation of the organization. Copyright © 2001 John Wiley & Sons, Ltd. and ERP Environment