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Structural Embeddedness and Organizational Change: The Role of Workplace Relations and the Uptake of New Practices

In: Understanding Workplace Relationships

Author

Listed:
  • Emily Rowe

    (University of Warwick)

  • Leroy White

    (The University of Exeter)

Abstract

Despite the plethora of research on organizational change, we still have little understanding of how actors’ workplace relations influence change within their organizational environment when new practices are introduced. As such, we investigate workplace relationships as structural embeddedness, with its focus on the degree to which actors are engrained in cohesive groups. We adopt this perspective in a study of selected hospital trusts (in the UK) that are attempting to introduce and integrate new practices to enhance the quality and provision of patient care. We take a social network approach to test hypotheses on the relationship between structural embeddedness and the uptake of new practices. We used Exponential Random Graph Models (ERGMs) to understand the interactions among organizational actors and their effects. We find that the presence of structural embeddedness does not constrain the uptake of new practices. Rather, it is the lack of these relations that constrains the opportunities for organizational change.

Suggested Citation

  • Emily Rowe & Leroy White, 2023. "Structural Embeddedness and Organizational Change: The Role of Workplace Relations and the Uptake of New Practices," Springer Books, in: Alexandra Gerbasi & Cécile Emery & Andrew Parker (ed.), Understanding Workplace Relationships, pages 167-200, Springer.
    • Handle: RePEc:spr:sprchp:978-3-031-16640-2_6
    DOI: 10.1007/978-3-031-16640-2_6
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