Change Agents, Networks, and Institutions: A Contingency Theory of Organizational Change
研究网络结构闭合程度如何影响组织变革的启动与采纳，发现低闭合（结构洞）有利于偏离制度现状的变革，但阻碍较小偏离的变革。
We develop a contingency theory for how structural closure in a network, defined as terms of the extent to which an actor's network contacts are connected to one another, affects the initiation and adoption of change in organizations. Using longitudinal survey data supplemented with eight in-depth case studies, we analyze 68 organizational change initiatives undertaken in the United Kingdom's National Health Service. We show that low levels of structural closure (i.e., “structural holes”) in a change agent's network aid the initiation and adoption of changes that diverge from the institutional status quo but hinder the adoption of less divergent changes.