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.     

New markets,old struggles: Large and small farmers in the export agriculture of coastal Peru

Although the output of high-value crops in Peru has increased during the era of ‘globalization’, producers still tend to contextualize this development in relation to the 1969 agrarian reform. Considered here is how large and small farmers in the Cañete region perceive the changes that have occurred in agriculture since a generation ago, with particular reference to market competition and the implications of the new economic conditions for environmental sustainability. Despite the fact that farmers located at each end of the rural hierarchy experience the economic impact of globalization differently, small cultivators exporting their produce to the international market being particularly vulnerable to its laissez faire regime, they nevertheless share a common belief in the importance of agriculture for the well-being of the nation. The latter, it is suggested, is a discourse that reproduces much of the ideology associated historically with the agrarian and foundation myths.