Skip to main content Accessibility help
×
Hostname: page-component-5c6d5d7d68-thh2z Total loading time: 0 Render date: 2024-08-10T07:21:22.138Z Has data issue: false hasContentIssue false

Appendix: References for further reading on leading change

Published online by Cambridge University Press:  22 September 2009

Eric Flamholtz
Affiliation:
University of California, Los Angeles
Get access

Summary

Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Chapter
Information
Leading Strategic Change
Bridging Theory and Practice
, pp. 253 - 257
Publisher: Cambridge University Press
Print publication year: 2008

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Abrahamson, E., 2000, “Change without pain,” Harvard Business Review, 78(4), 75–9.Google Scholar
Abrahamson, E., 2003, Change without Pain: How Managers Can Overcome Initiative Overload, Organizational Chaos, and Employee Burnout, Boston, Harvard Business School Press.Google Scholar
Abrahamson, E., 2004a, “Avoiding repetitive change syndrome,” Sloan Management Review, 45(2), 93–5.Google Scholar
Abrahamson, E., 2004b, “Using creative recombination to manage change,” Employment Relations Today, 30(4), 33–41.CrossRefGoogle Scholar
Beer, M., 1987, “Revitalizing organizations: change process and emergent model,” Academy of Management Executive, 1(1), 51–5.Google Scholar
Beer, M., 2000, “Lead organizational change by creating dissatisfaction and realigning the organization with new competitive realities,” in Locke, E. A. (ed.), Blackwell Handbook of Principles of Organizational Behavior, Oxford, Blackwell, 370–86.Google Scholar
Beer, M., 2001, “How to develop an organization capable of sustained high performance: embrace the drive for results–capability development paradox,” Organizational Dynamics, 29(4), 233–47.CrossRefGoogle Scholar
Beer, M., Eisenstat, R. A., and Spector, B., 1990a, “Why change programs don't produce change,”Harvard Business Review, 68(6), 158–66.Google Scholar
Beer, M., Eisenstat, R. A., and Spector, B., 1990b, The Critical Path to Corporate Renewal, Boston, Harvard Business School Press.Google Scholar
Beer, M., and Nohria, N., 2000, Breaking the Code of Change, Boston, Harvard Business School Press.Google Scholar
Beer, M., and Walton, A. E., 1987, “Organization change and development,” Annual Review of Psychology, 38, 339–67.CrossRefGoogle Scholar
Cohen, D. S., 2002, The Heart of Change Field Guide: Tools and Tactics for Leading Change in Your Organization, Boston, Harvard Business School Press.Google Scholar
Ginsberg, A., and Abrahamson, E., 1991, “Champions of change and strategic shifts: the role of internal and external change advocates,” Journal of Management Studies, 28(2), 173–90.CrossRefGoogle Scholar
Huber, G. P., and Glick, W. H., 1993, Organizational Change and Redesign, Cambridge, Oxford University Press.Google Scholar
Huy, Q. N., 2001, “In praise of middle managers,” Harvard Business Review, 79(8), 72–9.Google ScholarPubMed
Huy, Q. N., and Mintzberg, H., 2003, “The rhythm of change,” Sloan Management Review, 44(4), 79–84.Google Scholar
Kotter, J. P., 1996, Leading Change, Boston, Harvard Business School Press.Google Scholar
Kotter, J. P., and Cohen, D. S., 2002, The Heart of Change, Boston, Harvard Business School Press.Google Scholar
Kotter, J. P., and Schlesinger, L. A., 1979, “Choosing strategies for change,” Harvard Business Review, 57(2), 106–14.Google Scholar
Nadler, D. P., and Nadler, M., 1998, Champions of Change, San Francisco, Jossey-Bass.Google Scholar
Senge, P., Kleiner, A., Roberts, C., Roth, G., Ross, R., and Smith, B., 1999, The Dance of Change: The Challenges to Sustaining Momentum in Learning Organizations, Cambridge, Doubleday.Google Scholar
Tushman, M. L., 1974, Organizational Change: An Exploratory Study and Case History, Ithaca, NY, New York State School of Industrial and Labor Relations, Cornell University.Google Scholar
Tushman, M. L., and O'Reilly, C. A., 2002, Winning through Innovation: A Practical Guide to Leading Organizational Change and Renewal, Boston, Harvard Business School Press.Google Scholar
Amis, J., Slack, T., and Hinings, C. R., 2004, “The pace, sequence and linearity of radical change,” Academy of Management Journal, 47(1), 15–39.Google Scholar
Anderson, P., and Tushman, M. L., 1990, “Technological discontinuities and dominant designs: a cyclical model of technological change,” Administrative Science Quarterly, 35(4), 604–33.CrossRefGoogle Scholar
Argyris, C., 1991, “Teaching smart people how to learn,” Harvard Business Review, 69(3), 99–109.Google Scholar
Bartunek, J. M., Lacey, C. A., and Wood, D. R., 1992, “Social cognition in organizational change: an insider–outsider approach,” Journal of Applied Behavioral Science, 28(2), 204–33.CrossRefGoogle Scholar
Bartunek, J. M., Rousseau, D. M., Rudolph, J. W., and DePalma, J. A., 2006, “On the receiving end: sensemaking, emotions and assessments of an organizational change initiated by others,” Journal of Applied Behavioral Science, 42(2), 182–206.CrossRefGoogle Scholar
Brown, S. L., and Eisenhardt, K. M., 1997, “The art of continuous change,” Administrative Science Quarterly, 42(1), 1–34.CrossRefGoogle Scholar
Brown, S. L., and Eisenhardt, K. M., 1998, Competing on the Edge: Strategy as Structured Chaos, Boston, Harvard Business School Press.Google Scholar
Cobb, A. T., Wooten, K. C., and Folger, R., 1995, “Justice in the making: toward understanding the theory and practice of justice in organizational change and development,” Research in Organizational Change and Development, 8, 243–95.Google Scholar
Coch, L., and French, Jr, J. R. P.., 1948, “Overcoming resistance to change,” Human Relations, 1(4), 512–32.CrossRefGoogle Scholar
Cohen, M. D., March, J. C., and Olsen, J. P., 1972, “A garbage can model of organizational choice,” Administrative Science Quarterly, 17(1), 1–25.CrossRefGoogle Scholar
Cummings, T., and Worley, C., 2004, Organization Development and Change, 8th edn., Cambridge, South Western College Publishing.CrossRefGoogle Scholar
Dent, E. B., and Goldberg, S. G., 1999, “Challenging ‘resistance to change,’” Journal of Applied Behavioral Science, 35(1), 25–41.CrossRefGoogle Scholar
Ethiraj, S. K., and Levinthal, D., 2004, “Bounded rationality and the search for organizational architecture: an evolutionary perspective on the design of organizations and their evolvability,” Administrative Science Quarterly, 49(3), 404–37.Google Scholar
Frohman, A. L., 1997, “Igniting organizational change from below: the power of personal initiative,” Organizational Dynamics, 25(3), 39–53.CrossRefGoogle Scholar
Gersick, C., 1991, “Revolutionary change theories: a multi-level exploration of the punctuated equilibrium paradigm,” Academy of Management Review, 16(1), 10–36.CrossRefGoogle Scholar
Gersick, C., 1994, “Pacing strategic change: the case of a new venture,” Academy of Management Journal, 37(1), 9–45.Google Scholar
Greenwood, R., and Hinings, C. R., 1993, “Understanding strategic change: the contribution of archetypes,” Academy of Management Journal, 36(5), 1052–81.Google Scholar
Greenwood, R., Suddaby, R., and Hinings, C. R., 2002, “Theorizing change: the role of professional associations in the transformation of institutionalized fields,” Academy of Management Journal, 45(1), 58–80.Google Scholar
Greve, H. R., 1998, “Performance, aspirations, and risky organizational change,” Administrative Science Quarterly, 43(1), 58–86.CrossRefGoogle Scholar
Hannan, M. T., and Freeman, J., 1984, “Structural inertia and organizational change,” American Sociological Review, 49(2), 149–64.CrossRefGoogle Scholar
Kanter, R. M., 1983, The Change Masters, Cambridge, Simon & Schuster.Google Scholar
Kanter, R. M., 2003, “Leadership and the psychology of turnarounds,” Harvard Business Review, 81(6), 58–67.Google ScholarPubMed
Keck, S. L., and Tushman, M. L., 1993, “Environmental and organizational context and executive team structure,” Academy of Management Journal, 36(6), 1314–44.Google Scholar
Lau, C. M., and Woodman, R. W., 1995, “Understanding organizational change: a schematic perspective,” Academy of Management Journal, 38(2), 537–54.CrossRefGoogle Scholar
Lawrence, P. R., 1954, “How to deal with resistance to change,” Harvard Business Review, 32(3), 49–57.Google Scholar
Lewin, K., 1947, “Frontiers in group dynamics 1. concept, method and reality in social science: social equilibria and social change,” Human Relations, 1(1), 5–41.CrossRefGoogle Scholar
March, J. G., 1991, “Exploration and exploitation in organizational learning,” Organization Science, 2(1), 71–87.CrossRefGoogle Scholar
Marshak, R. J., 2002, “Changing the language of change: how new contexts and concepts are challenging the ways we think and talk about organizational change,” Strategic Change, 11(5), 279–86.CrossRefGoogle Scholar
McGrath, C., and Krackhardt, D., 2003, “Network conditions for organizational change,” Journal of Applied Behavioral Science, 39(3), 324–34.CrossRefGoogle Scholar
Meyer, A. D., Tsui, A. S., and Hinings, C. R., 1993, “Configurational approaches to organizational analysis,” Academy of Management Journal, 36(6), 1175–95.Google Scholar
Meyerson, D. E., and Scully, M. A., 1995, “Tempered radicalism and the politics of ambivalence and change,” Organization Science, 6(5), 585–600.CrossRefGoogle Scholar
Morgan, G., 1997, “Unfolding logics of change: organization as flux and transformation,” in Images of Organization, 2nd edn., London, Sage, 251–300.Google Scholar
Morrison, E. W., and Robinson, S. L., 1997, “When employees feel betrayed: a model of how psychological contract violation develops,” Academy of Management Review, 22(1), 226–56.CrossRefGoogle Scholar
Nutt, P., 1986, “Tactics of implementation,” Academy of Management Journal, 29(2), 230–61.Google Scholar
Pascale, R., Millemann, M., and Gioja, L., 1997, “Changing the way we change,” Harvard Business Review, 75(6), 127–39.Google ScholarPubMed
Pettigrew, A. M., 1990, “Longitudinal field research on change: theory and practice,” Organization Science, 1(3), 267–92.CrossRefGoogle Scholar
Pettigrew, A. M., Woodman, R. W., and Cameron, K. S., 2001, “Studying organizational change and development: challenges for future research,” Academy of Management Journal, 44(4), 697–713.Google Scholar
Piderit, S. K., 2000, “Rethinking resistance and recognizing ambivalence: a multidimensional view of attitudes toward an organizational change,” Academy of Management Review, 25(4), 783–94.CrossRefGoogle Scholar
Rajagopalan, N., and Spreitzer, G. M., 1997, “Toward a theory of strategic change: a multi-lens perspective and integrative framework,” Academy of Management Review, 22(1), 48–79.CrossRefGoogle Scholar
Reichers, A. E., Wanous, J. P., and Austin, J. T., 1997, “Understanding and managing cynicism about organizational change,” Academy of Management Executive, 11(1), 48–59.Google Scholar
Robertson, P. J., Roberts, D. R., and Porras, J. I., 1993, “Dynamics of planned organizational change: assessing empirical support for a theoretical model,” Academy of Management Journal, 36(3), 619–34.Google Scholar
Romanelli, E., and Tushman, M. L., 1994, “Organizational transformation as punctuated equilibrium: an empirical test,” Academy of Management Journal, 37(5), 1141–66.Google Scholar
Sastry, A. M., 1997, “Problems and paradoxes in a model of punctuated organizational change,” Administrative Science Quarterly, 42(2), 237–75.CrossRefGoogle Scholar
Schweiger, D. M., and DeNisi, A. S., 1991, “Communication with employees following a merger: a longitudinal field experiment,” Academy of Management Journal, 34(1), 110–35.Google Scholar
Spreitzer, G. M., and Quinn, R. E., 1996, “Empowering middle managers to be transformational leaders,” Journal of Applied Behavioral Science, 32(3), 237–61.CrossRefGoogle Scholar
Staw, B. M., Sandelands, L. E., and Dutton, J. E., 1981, “Threat-rigidity effects in organizational behavior: a multilevel analysis,” Administrative Science Quarterly, 26(4), 501–24.CrossRefGoogle Scholar
Tetenbaum, T. J., 1998, “Shifting paradigms: from Newton to chaos,” Organizational Dynamics, 26(4), 21–32.CrossRefGoogle Scholar
Tushman, M. L., and Anderson, P., 1986, “Technological discontinuities and organizational environments,” Administrative Science Quarterly, 31(1), 439–65.CrossRefGoogle Scholar
Tushman, M. L., and O'Reilly, C. A., 1996, “Ambidextrous organizations: managing evolutionary and revolutionary change,” California Management Review, 38(4), 8–30.CrossRefGoogle Scholar
Ven, A. H., and Poole, M. S., 1995, “Explaining development and change in organizations,” Academy of Management Review, 20(3), 510–40.Google Scholar
Weick, K. E., and Quinn, R. E., 1999, “Organizational change and development,” Annual Review of Psychology, 50, 361–86.CrossRefGoogle ScholarPubMed
Woodman, R. W., 1989, “Organizational change and development: new arenas for inquiry and action,” Journal of Management, 15(2), 205–28.CrossRefGoogle Scholar

Save book to Kindle

To save this book to your Kindle, first ensure coreplatform@cambridge.org is added to your Approved Personal Document E-mail List under your Personal Document Settings on the Manage Your Content and Devices page of your Amazon account. Then enter the ‘name’ part of your Kindle email address below. Find out more about saving to your Kindle.

Note you can select to save to either the @free.kindle.com or @kindle.com variations. ‘@free.kindle.com’ emails are free but can only be saved to your device when it is connected to wi-fi. ‘@kindle.com’ emails can be delivered even when you are not connected to wi-fi, but note that service fees apply.

Find out more about the Kindle Personal Document Service.

Available formats
×

Save book to Dropbox

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Dropbox.

Available formats
×

Save book to Google Drive

To save content items to your account, please confirm that you agree to abide by our usage policies. If this is the first time you use this feature, you will be asked to authorise Cambridge Core to connect with your account. Find out more about saving content to Google Drive.

Available formats
×