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structure are interrelated. Implementation is dependent on a variety of structural shifts or adjustments that are linked to the environment, the stage of the change process, and the area of the organization. Change does not result from a single decisive act, but through the interplay of a multiplicity of factors involving the innovation, the organization and the environment, as well as the individual users.

Culture

Innovation is also influenced by organizational culture and there has been an increasing emphasis on this less tangible facet of the change process. The literature approaches culture from two perspectives: structural and interpretative. Handy (1995) proposed a structural typology and identified four types of culture: role, power, person and task. Role culture emphasizes hierarchy and adherence to clearly defined role. Power culture centralizes authority in a single powerful figure and limits individual autonomy. Person cultures stress individual autonomy and interpersonal relationships. While task cultures are based on a matrix configuration and place high value on individuals and teams and emphasize lateral communication. Innovations in role culture are difficult because of inherent rigidity, difficult but possible in power cultures if organization is small and members share the central figure's vision. Person cultures favor change and innovation but sometimes such cultures become a hindrance because of difficulty in creating consensus among individuals; task culture is considered to be conducive for innovativeness.

From interpretative perspective, culture is discussed in terms of symbols, rituals and myths, with an emphasis on the meaning of innovations. This perspective assigns symbolic elements a key role in the change process. From an interpretative cultural viewpoint, the implementation of change must be linked to understanding and transforming subjective realities on multiple dimensions (Berg, 1985)

From either perspective, organizational culture plays an important role in the diffusion of innovations. Mirvis, Sales and Hacket (1991) argue that effective change processes must be congruent with the underlying culture or culture of the receiving system.

Politics

Political realities are inherent to any change process (Baldridge, 1983b). Frost and Egri (1991) explain that change process is always political because 'innovations at their core are about ambiguity and replete with disputes caused by the differences in perspectives among those touched by an innovation and changes it engenders' (p.231). However, this political component cannot be viewed simply as negative aspect. Schon (1967) argues that conflict associated with change is constructive. Fullan (1991) distinguishes between positive and negative politics and argues that more attention should be paid to using power positively.

However, it is difficult to change the existing power structure; leaders must also recognize and work within the existing political dynamics (Greiner, 1986). Political skills like mediation, negotiation and jockeying between power blocks is important for change managers. Clearly, power and politics are an i本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。