Understanding Configuration and Transformation through a Multiple Rationalities Approach
研究为何一些转型变革被采纳而另一些被拒绝，发现多重理性承诺模式是关键，基于40年组织历史中4个配置期和11次变革尝试的数据分析。
Why are some transformational change attempts implemented while others are rejected? This study suggests that patterns of underlying multiple rationalities commitments help to explain. Data from four periods of configuration and 11 transformational change attempts spanning a 40‐year organizational history are analysed using a multiple rationalities framework. The findings suggest that transformational change attempts are ubiquitous, that transformational changes are more likely to be implemented if supported primarily by value‐based rationality, and that organizational members' support for an incumbent configuration increases over time. The conclusion calls for a reconceptualization of configuration, and the inclusion of rejected change attempts in future studies of change and stability.