IDEAS home Printed from https://ideas.repec.org/a/bla/jomstd/v40y2003i7p1837-1870.html
   My bibliography  Save this article

Sources of Fidelity in Purposive Organizational Change: Lessons from a Re‐engineering Case

Author

Listed:
  • Michael E. Johnson‐Cramer
  • Robert L. Cross
  • Aimin Yan

Abstract

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.

Suggested Citation

  • Michael E. Johnson‐Cramer & Robert L. Cross & Aimin Yan, 2003. "Sources of Fidelity in Purposive Organizational Change: Lessons from a Re‐engineering Case," Journal of Management Studies, Wiley Blackwell, vol. 40(7), pages 1837-1870, November.
    • Handle: RePEc:bla:jomstd:v:40:y:2003:i:7:p:1837-1870
    DOI: 10.1111/1467-6486.00402
    as

    Download full text from publisher

    File URL: https://doi.org/10.1111/1467-6486.00402
    Download Restriction: no
    File URL: https://libkey.io/10.1111/1467-6486.00402?utm_source=ideas
    LibKey link: if access is restricted and if your library uses this service, LibKey will redirect you to where you can use your library subscription to access this item
    ---><---

    Citations

    Citations are extracted by the CitEc Project, subscribe to its RSS feed for this item.
    as


    Cited by:

    1. Hoque, Zahirul, 2014. "20 years of studies on the balanced scorecard: Trends, accomplishments, gaps and opportunities for future research," The British Accounting Review, Elsevier, vol. 46(1), pages 33-59.
    2. Dittrich, Koen & Duysters, Geert & de Man, Ard-Pieter, 2007. "Strategic repositioning by means of alliance networks: The case of IBM," Research Policy, Elsevier, vol. 36(10), pages 1496-1511, December.

    More about this item

    Statistics

    Access and download statistics

    Corrections

    All material on this site has been provided by the respective publishers and authors. You can help correct errors and omissions. When requesting a correction, please mention this item's handle: RePEc:bla:jomstd:v:40:y:2003:i:7:p:1837-1870. See general information about how to correct material in RePEc.

    If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.

    We have no bibliographic references for this item. You can help adding them by using this form .

    If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your RePEc Author Service profile, as there may be some citations waiting for confirmation.

    For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: Wiley Content Delivery (email available below). General contact details of provider: http://www.blackwellpublishing.com/journal.asp?ref=0022-2380 .

    Please note that corrections may take a couple of weeks to filter through the various RePEc services.

    IDEAS is a RePEc service. RePEc uses bibliographic data supplied by the respective publishers.