Subsystem Congruence
- 1 February 1994
- journal article
- research article
- Published by SAGE Publications in Administration & Society
- Vol. 25 (4), 489-517
- https://doi.org/10.1177/009539979402500405
Abstract
This case study compared the attitudinal behavioral outcomes of participants and nonparticipants involved in strategic cultural change. The research was conducted in a large public organization using the Human Relations Model (i.e., participation -+ satisfaction -+ organization change) to facilitate organization change. It was hypothesized that participants would have higher levels of quality-of-working life than nonparticipants. The results of the study did not support the hypothesis. It appears that a more systemic change process is required in strategic change processes. A discussion of a holistic change model, Subsystem Congruence, is also presented.This publication has 13 references indexed in Scilit:
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