Sources of Fidelity in Purposive Organizational Change: Lessons from a Re‐engineering Case
通过对一家中型银行再造项目的纵向案例研究，分析了设计元素特征、变革过程属性和情境因素如何影响计划结构被忠实实施的条件。
ABSTRACT 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.