Developing international organizational change theory using cases from China
通过八个中国企业的业务流程再造案例，发现变革情境不仅影响变革过程，还影响变革内容和目标，对跨国公司管理实践有重要启示。
This article contributes to international theory development by examining organizational change (OC) in mainland China. Eight case studies of a single type of OC, business process re-engineering (BPR), reveal that Chinese organizations diverged consistently from initially planned changes. Change context is found to influence not only the process of change, but also the content and even the objectives of change. Since specific practices carry implicit values, the congruence with existing values influences OC implementation significantly. Multinational organizations must recognize that a specific practice or policy can represent very different changes in different contexts.