The paradox of fit: How perceptions of fit impede organizational change

Maria B Gondo; John Amis; Brian D Janz; James M Vardaman

doi:10.5465/AMBPP.2013.243

The paradox of fit: How perceptions of fit impede organizational change

Maria B Gondo, John Amis, Brian D Janz, James M Vardaman

Business School

Research output: Chapter in Book/Report/Conference proceeding › Conference contribution

Abstract / Description of output

The purpose of this research was to unravel an apparent paradox: a change that was perceived to lack fit with established organizational values was effectively implemented, while one that was perceived to fit was not. These findings prompted rethinking one of our most widely held and enduring assumptions in the change literature: that fit is superior to misfit. Drawing on a three- year ethnographic study of a Fortune 100 firm’s attempt to implement a NPD practice, we make two contributions to the organizational change literature.

Original language	English
Title of host publication	Academy of Management Proceedings 2013
DOIs	https://doi.org/10.5465/AMBPP.2013.243
Publication status	Published - 2013
Event	2013 Annual Meeting of the Academy of Management - Florida, Orlando, United States Duration: 9 Aug 2013 → 13 Aug 2013

Conference

Conference	2013 Annual Meeting of the Academy of Management
Country/Territory	United States
City	Orlando
Period	9/08/13 → 13/08/13

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10.5465/AMBPP.2013.243

http://proceedings.aom.org/content/2013/1/16848.abstract?sid=8939c411-390a-428b-ba68-3ee6b2878947

Cite this

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title = "The paradox of fit: How perceptions of fit impede organizational change",

abstract = "The purpose of this research was to unravel an apparent paradox: a change that was perceived to lack fit with established organizational values was effectively implemented, while one that was perceived to fit was not. These findings prompted rethinking one of our most widely held and enduring assumptions in the change literature: that fit is superior to misfit. Drawing on a three- year ethnographic study of a Fortune 100 firm{\textquoteright}s attempt to implement a NPD practice, we make two contributions to the organizational change literature.",

author = "Gondo, {Maria B} and John Amis and Janz, {Brian D} and Vardaman, {James M}",

note = "Winner, Best Paper Award, Organizational Development & Change Division; 2013 Annual Meeting of the Academy of Management ; Conference date: 09-08-2013 Through 13-08-2013",

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language = "English",

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AU - Vardaman, James M

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Y1 - 2013

N2 - The purpose of this research was to unravel an apparent paradox: a change that was perceived to lack fit with established organizational values was effectively implemented, while one that was perceived to fit was not. These findings prompted rethinking one of our most widely held and enduring assumptions in the change literature: that fit is superior to misfit. Drawing on a three- year ethnographic study of a Fortune 100 firm’s attempt to implement a NPD practice, we make two contributions to the organizational change literature.

AB - The purpose of this research was to unravel an apparent paradox: a change that was perceived to lack fit with established organizational values was effectively implemented, while one that was perceived to fit was not. These findings prompted rethinking one of our most widely held and enduring assumptions in the change literature: that fit is superior to misfit. Drawing on a three- year ethnographic study of a Fortune 100 firm’s attempt to implement a NPD practice, we make two contributions to the organizational change literature.

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DO - 10.5465/AMBPP.2013.243

M3 - Conference contribution

BT - Academy of Management Proceedings 2013

Y2 - 9 August 2013 through 13 August 2013

ER -

The paradox of fit: How perceptions of fit impede organizational change

Abstract / Description of output

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