A framework for the conceptualization, design, and strategic management of planned change systems

This article extends a framework for conceptualizing, designing, and managing planned change-systems. The framework argues that the adoption of social innovations is best facilitated when change organizations manage how target adopters perceive and enact the entire adoption experience. This process is accomplished by defining three critical components of the change-system and applying the principles of synergy to their design and management. © 1990 Springer.

Duke Scholars

Author Christine Moorman Fuqua School of Business