Despite the plethora of research on organizational change, we still have little understanding
of how actors' workplace relations influence change within their organizational environment …

In institutional theory, there is a long-standing puzzle regarding embeddedness and the
microprocesses of institutional change. One main argument is that actors are constrained by …

The purpose of this study is to examine the micro‐level dynamics underlying macro‐level
associations between organizational change and its outcomes, focusing in particular on the …

Relational inertia arising from formal roles and status hierarchies is endemic and
problematic in many organizations. This study examines how role-power expansion for …

This study examines the relationship between social position, both within the field and within
the organization, and the likelihood of individual actors initiating organizational changes that …

We develop a contingency theory for how structural closure in a network, defined as terms of
the extent to which an actor's network contacts are connected to one another, affects the …

This article investigates network governance in the context of health and wellbeing services
in England, focussing on relationships between managers in a range of services. There are …

Employing a configurational approach we explore how 'hybrid context'shapes organizations'
adoption, and performance implications, of management practice. We do because hybrid …

Strategy implementation is difficult, particularly as it often requires changes in formal
organization structures. Prior research has shown that change in the formal structure may …

Objectives The social ties people have with one another are known to influence behaviour,
and how information is accessed and interpreted. It is unclear, however, how the social …