PUBLIC-SECTOR INNOVATION AND PREDISPOSING SITUATIONAL FEATURES: TESTING COVARIANTS OF SUCCESSFUL

business contexts. Nine of these 12 situational features reflect a profile of prominent associations with the success or failure of QWL applications in the public sector. These findings may provide the basis for the development of a tested set of guides for facilitating organization change. The pattern of associations is essentially the same for two measures of success. One is based on hard or objective criteria and the second encompasses both hard and soft criteria such as self-reports of attitudes concerning work. This article seeks to address both progress and stuckness in organization change. Both of two most popular approaches to planned change-Organization Development (OD) and Quality of Working Life (QWL)-seem to "work11 in a high-enough percentage of cases to imply that their underlying guides for action are tolerably