WHAT IS A “GOOD” SOCIAL NETWORK FOR POLICY IMPLEMENTATION? THE FLOW OF KNOW‐HOW FOR ORGANIZATIONAL CHANGE

This study concerns how intraorganizational networks affect the implementation of policies and practices in organizations. In particular, we attend to the role of the informal subgroup or clique in cultivating and distributing locally adapted and integrated knowledge, or know‐how. We develop two hypotheses based on the importance of intraorganizational coordination for an organization's capacity for change. The first emphasizes the importance of distributing know‐how evenly to potential recipient subgroups. The second emphasizes the importance of restricting know‐how to flow from high know‐how subgroups. We test our hypotheses with longitudinal network data in 21 schools, finding stronger support for the second hypothesis than the first. Our findings can help managers cultivate know‐how flows to contribute to organizational change.     

Women and Lancashire Conservatism between the Wars

The activism of women Conservatives helped Tory democracy to adapt and survive in inter-war Lancashire at a time when it was under strain due to the arrival of Labour as a significant electoral force. This article utilises the surviving records of the party in Lancashire to examine the various ways that women entered, navigated, justified and expanded their membership and function in inter-war Conservatism. It acknowledges the limits on women's advancement and influence, but it also highlights how some women made significant progress in rising through the party structures, and how women's branches facilitated this political mobility. It challenges the assumption that women Conservatives were preoccupied with sociability and discussing domestic issues, and reveals their contribution to the electoral success of the party at local level, and interaction with Lancashire's distinct tradition of Conservatism.