This research proposes and empirically tests a model for forecasting the possible reactions of other organizations to a policy initiation. This model is measuring the amount of reaction to change (A.R.C.) on three levels: relevant organizations, relevant functions, and overall environment. The model is presented in a general mode followed by a quasi-experimental case study. The results of this study are reported and implications, possible improvements and different uses are discussed.

Off-campus users:

You may need to log in to your campus proxy before being granted access to the full-text above.