Enacting new perspectives through work activities during organizational transformation

Article Abstract:

This article explores a behavioural counterpart to the changes in interpretive schemes that characterize organizational transformation. It investigates the experiences of organizational members (especially lower level members) who introduce new perspectives through the work they carry out during transformation. Results of a multi-year study in a religious order undergoing transformation indicated that members engaged in work that enacted a new perspective were less likely than other members to be appointed to organizational committees and more likely to leave the order. Members involved in work enacting a new perspective who remained in the order came to perceive themselves as less important to leaders but more influential in the order than other members did. (Reprinted by permission of the publisher.)

Organizational behavior, Monasticism and religious orders, Religious orders (Christian)

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Normal change or risky business: institutional effects on the 'hazard' of change in hospital organizations, 1959-79

Article Abstract:

Three aspects of the organizational change process are examined using an institutional approach: control of organizational change by the institutional environment; 'risky' versus normal innovation methods; and how change can affect an organization's performance and survival. Data used for analysis came from all general surgical hospitals in California and all 58 California counties for every other year between 1959 and 1979. Fourteen variables were used for analysis, including: density of county population for each year; proportion of hospital employee wages to total hospital expenses; and the number of each hospital's accreditations.

Hospitals, Hospital administration, Institution management

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