The Fragmentation of a Railway: A Study of Organizational Change
运用Laughlin和Parker的分析框架，研究了英国铁路在商业化至私有化过程中，解释图式从“社会铁路”到“商业铁路”再到“盈利企业”的转变如何导致组织碎片化，并指出这一变革使私有化更易推行。
abstract This paper considers pathways of organizational change within British Rail (BR) during its long period of commercialization culminating in privatization. The Laughlin (1991 ) and Parker (1995a ) frameworks are used to demonstrate how a new interpretative scheme supplanted the previous interpretative scheme within BR between the 1970s and privatization in the mid‐1990s, leading to a fragmented organization. BR did not survive and privatization of Britain's railways remains controversial. The study demonstrates that without the earlier changes in interpretive scheme from ‘social railway’ to ‘business railway’ to ‘profitable business’, and the associated changes in design archetypes and sub‐systems, privatization would have been both less tempting and less feasible. It is intended that the approach developed here to analyse organizational change in BR should be applicable to the study of other privatizations and to other forms of organizational change in both the public and private sectors.