ABSTRACT Existing organizational structures may prevent proper anchoring of change in the organization. This paper addresses the nature of the deep organizational structures that impact the sustainability of change. Deep structures are endurable organizational orders that may limit or enforce change and they are often implicit. Based on a case study of a change initiative in the hospital sector, we identify twelve deep structures, which we group into four meta-structures: networking structures, narrative structures, psychodynamic structures and leadership structures. Uncovering the deep structures socially constructed by organizational members over time and exploring how these structures enable or hinder change presents an alternative perspective on sustainability of change. We discuss the implications of this perspective for theory on the sustainability of change as well as for change management practice.

中文翻译：

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他们为什么不继续这样做呢？了解变革可持续性的挑战

摘要现有的组织结构可能会阻止正确地组织变更。本文探讨了影响变革可持续性的深层组织结构的性质。深层结构是可以限制或强制进行更改的持久组织命令，它们通常是隐式的。基于对医院领域变革计划的案例研究，我们确定了十二个深层结构，将它们分为四个元结构：网络结构，叙事结构，心理动力结构和领导力结构。随着时间的推移，揭示组织成员在社会上构建的深层结构，并探索这些结构如何促成或阻碍变革，为变革的可持续性提供了另一种观点。