Judicial Decisions and Organizational Change

Abstract

This theoretical note presents a theory explaining the reactions of organizations to court orders that require the organizations to change some policy, program, or pro cedure. The theory is based on theories of "rational choice" and conceives of the change process in terms of four stages: (1) interpretation of the court decision, (2) evaluation of the decision, (3) searches for information and alternatives to the court decision, and (4) selection of one or more alternatives. A review of relevant judicial impact literature produces support for specific hypothesis derived from the theory. Finally, suggestions for further empirical research and theoretical developments are advanced.

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