英文摘要 |
The concept of the three-stage model (unfreeze, change, and refreeze) of change in an organization is easy to grasp metaphorically, but it's hard to realize the real essence and its change mechanism. When encountering setbacks, the change facilitator is often unable to see the problems. To really understand the whole process of change and the essence contributing to its result, the study integrates the Structuration Theory by Giddens and contradiction/opposition logic of Dialectical Theory into a new interpretive framework to interpret how and why an organization changes or does not change.To illustrate the empirical application of this interpretive framework, the study conducts a qualitative research to collect and analyze the data from an information-rich ERP implementation case through the guidance of the framework. The research first identifies the associated social structures and the contradiction/opposition relationships among them, and then examins how the social agents in the case react to/against the enabling and constraining force stemming from the existing social structures. Finally, the study interprets how they undergo the production/reproduction of their new structures. Through the research, we can clearly comprehend how and why the case company experiences its particular change process. In the end, the study points out how academic researches can be inspired by the framework and what contribution can be made to practitioners. |