On the Dynamics of Reform Resistance: Why and How Bureaucratic Organizations Resist Shared Service Center Reforms
研究了政府推行共享服务中心改革时，官僚组织为何及如何产生抵制，揭示了组织阻力与制度特征、情境因素之间的互动如何影响改革进程。
Across the globe, governments are engaging in Shared Service Center (SSC) models to rationalize their internal overhead processes. Scholarship is increasingly recognizing the challenges that governments face when embarking on an SSC reform. This study examines one of the most prevalent, yet undertheorized, risks: the role of resisting organizations that are pressured to engage in an SSC model. A context-sensitive and narrative approach is used to describe and explain the origins, nature, and consequences of organizational resistance against SSC reform proposals. Our findings demonstrate the interplay between organizational resistance, institutional features and contextual opportunities and constraints for resistance, the interaction of which produced a dynamic that dramatically affected the process and content of the reform under study.