Abstract
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.
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Christine Moorman is an assistant professor of marketing at the Graduate School of Business, University of Wisconsin-Madison. Her current research interest include consumers' use of health and nutrition information, managers' use of market research information, and social marketing.
Brian Dondiego Uzzi has an M.S. in industrial administration from Carnegie-Mellon University and is presently a Ph.D. student in the department of sociology at the State University of New York at Stony Brook.
Karen Russo France has an M.B.A. from the Katz Graduate School of Business, University of Pittsburgh and is currently a doctoral student in marketing at the University of Pittsburgh.
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Moorman, C., Uzzi, B.D. & France, K.R. A framework for the conceptualization, design, and strategic management of planned change systems. Knowledge in Society 3, 21–45 (1990). https://doi.org/10.1007/BF02737078
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DOI: https://doi.org/10.1007/BF02737078