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Abstract

Understanding the overall network structure of organizations can help managers to support change. This article describes three different network theories of change, exploring the underlying assumptions and implications of each model. First, the E-I model predicts that cross-departmental friendship ties will help generate positive response to change in organizations by fostering trust and shared identity. The viscosity model predicts that introducing controversial (not clearly good or bad) change into the periphery of an organization and carefully regulating the interaction of innovators and nonadopters provides the best chance that it will diffuse successfully. Finally, the structural leverage theory presents a mathematical model that supports broad diffusion of clearly superior change, informing as many people as possible about the change.

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Network Conditions for Organizational Change

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