This research is an example of an innovative approach to workplace flexibility and applies an institutional theory lens to investigate variation in the implementation of organizational change.
This research was conducted as part of the Work, Family and Health Network (www.workfamilyhealthnetwork.org), funded by a cooperative agreement through the National Institute of Child Health and Human Development (Grant # U01HD051217, U01HD051218, U01HD051256, U01HD051276), National Institute on Aging (Grant # U01AG027669), Office of Behavioral and Science Sciences Research, and National Institute of Occupational Safety and Health (Grant # U010H008788). The contents of this publication are solely the responsibility of the authors and do not necessarily represent the official views of these institutes and offices. Special acknowledgment goes to Extramural Staff Science Collaborator, Rosalind Berkowitz King, Ph.D. (NICHD), and Lynne Casper, Ph.D. (now of the University of Southern California) for design of the initiative. Additional support was provided by the Alfred P. Sloan Foundation (#2002-6-8) and the Institute for Advanced Studies at the University of Minnesota. Thanks to Rachel Magennis for project management and the audience at the Minnesota Sociology workshop for comments. We especially thank the employees who participated in this research, the managers who facilitated our access to the organization, and Jody Thompson and Cali Ressler.
Chermack, K., Kelly, E.L., Moen, P. and Ammons, S.K. (2015), "Implementing Institutional Change: Flexible Work and Team Processes in a White Collar Organization", Work and Family in the New Economy (Research in the Sociology of Work, Vol. 26), Emerald Group Publishing Limited, Bingley, pp. 331-359. https://doi.org/10.1108/S0277-283320150000026019
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