Change Agents, Networks, and Institutions

1 Change Agents, Networks, and Institutions : A Contingency Theory of Organizational Change Julie Battilana Harvard University Harvard Business School Morgan Hall 327 Boston, MA, 02163 Ph. 617 495 6113 Fx. 617 495 6554 Email: Tiziana Casciaro University of Toronto Rotman School of Management 105 St. George Street Toronto, ON Canada M5S 3E6 Phone: (416) 946 3146 E-mail: Authors' names appear in alphabetical order. Acknowledgements: We would like to thank Wenpin Tsai and three anonymous reviewers for their valuable comments on earlier versions of this paper. We also wish to acknowledge the helpful comments we received from Michel Anteby, Joel Baum, Stefan Dimitriadis, Martin Gargiulo, Ranjay Gulati, Morten Hansen, Herminia Ibarra, Sarah Kaplan, Otto Koppius, Tal Levy, Christopher Marquis, Bill McEvily, Jacob Model, Lakshmi Ramarajan, Metin Sengul, Bill Simpson, Michael Tushman and seminar participants at INSEAD, McGill, Harvard, Bocconi, and HEC Paris.

2 CHANGE AGENTS, NETWORKS, AND INSTITUTIONS: A CONTINGENCY THEORY OF ORGANIZATIONAL CHANGE Abstract We develop a contingency theory for how structural closure in a network, defined as the extent to which an actor’s network contacts are connected to one another, affects the initiation and

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  Network, Change, Institutions, Agent, Change agents, And institutions

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