This article looks at how two offices changed their informal work relationships and patterns in response to a major technological innovation in their field. This inductive study involves a cross-case analysis with field studies covering a two-year period. The research applies the models suggested by social action theory to help explain outcomes. By the end of this study, one office had lost its funding and was eliminated, while the other has survived and grown. The article examines whether the differing organizational responses to new core technology were related to each office's ability to survive.
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