ORGANIZATIONAL CHANGE AS AN ORCHESTRATED SOCIAL MOVEMENT: RECRUITMENT TO A CORPORATE QUALITY INITIATIVE

Abstract

Many attempts at organizational change take the form of “orchestrated social movements, ” where elites seek to set social movement-like processes in motion rather than establish new organizational rules or roles. Programs are rolled out with symbolic support and references to long-term career and organizational benefits, but few material resources. A small cadre of professionals plays the role of activists, involving workers and managers in training sessions and problem-solving teams. The hope is that positive feedback between the converted and the unconverted will lead new behaviors to diffuse and become self-sustaining. We examine one such process, that of a “quality initiative ” at a global financial services corporation. A survey of bank employees is analyzed to develop insight into the determinants of recruitment? A survey of bank employees indicates that attitudes to the program reflect individual values, forms of personal involvement, experience with related programs, expectations of program durability, and the attitudes of co-workers. We argue the fragility of the initiative is explained in part by its difficulty in recruiting adherents, coupled with the fact that workers rather than managers are its strongest supporters.