This study examines the role of crises and opportunities in the 40-year organizational change history of a not-for-profit religious college. Findings suggest that crisis intensity (a) increases organizational members' commitment to the status quo and decreases their support for change, (b) triggers change attempts, and (c) may increase the likelihood that changes are implemented. Heightened opportunity levels (a) increase members' receptivity to change and decrease their support for the status quo but (b) do not increase the number of changes being attempted or (c) the likelihood that change is implemented.
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