| This dissertation proposes that the success of organizational strategic change is influenced by the reconfiguration of the interpersonal interactions among individual members, and that the reconfiguration is influenced by individual preferences for the strategic change. It is the contention of the three chapters that self-interested actors may possess different understandings of, and preferences for, the strategic choices of leaders. The main argument of this dissertation asserts that individual preference for the implementation of organizational strategy differentially motivates the search behavior of individuals as they self-organize and interact with others in the organization. The outcome of this search is a network of interactions that affects the success of the strategic change through performance adjustments by both leaders and individuals. A dynamic agent-based network simulation and a supporting empirical study are used in support of this argument to investigate the relationship between an organization's strategy choice, the emergent internal interpersonal network, and the success of organizational strategic change. |
