Agents of change: insights from three case studies of hospital transformations

In the context of organizational change, identifying and organizing the various roles of change agents remains a challenge for practitioners and scholars alike. This chapter examines how different agents can enable an effective change process. Empirical evidence from three hospitals illustrates the process of transformation and the various underlying decisions and arrangements to identify agents and their roles. In particular, theThe findings underline the importance of designing a coherent system of agents, and particularly determining where they come from, their role during the process, and how this may change throughout the change process. Managerial choices in the cases are illustrated and discussed, leading to implications for theory and practice.