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By Louis G. Tornatzky
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Extra info for Innovation and Social Process. A National Experiment in Implementing Social Technology
Sample text
Since that early study, and as a result of other classic studies during the interim (Bowers and Seashore, 1971; Lawrence and Lorsch, 1967), a more sophisticated counterrevolution in organizational theory has emerged in the last 10 to 15 years. Following current usage, we will label this group of theorists as representatives of "organizational contingency theory," and describe some of the main features of this point of view. Basically, organizational contingency theory asserts that complex organizations, or in our case public service bureaucracies, are typically confronted with more than one kind of task.
For obvious reasons of sample biasing, Michigan institutions were t h u s excluded at this time from the sample. ) Hospitals were then matched into homogeneous groups on the basis of the previously described change score, and in terms of the intensity of prior contact (mailed b r o c h u r e s , workshops, or demonstration projects) they had received in the previous s t u d y . Hospitals within each group were then randomly assigned to one of t h e 12 experimental cells. The total jN was 108 _(n.
90 or better. A cluster analysis of the items revealed that all 18 items were p a r t of a single dimension, which was subsequently labeled the Participative I scale. The internal consistency, as measured b y Cronbach's alpha, was . 8 3 . Workshop effectiveness questionnaire At the conclusion of the workshop presentation, a 39-item questionnaire was distributed to all workshop p a r t i c i p a n t s . Since the workshop experience was the most intensive aspect of the Phase I experiment, several domains of measurement were sampled in the selection of questionnaire items.