-
1
-
-
0034188746
-
Cracking the code of change
-
May-June
-
M. Beer and N. Nohria, "Cracking the Code of Change," Harvard Business Review 78 (May-June 2000): 133-141.
-
(2000)
Harvard Business Review
, vol.78
, pp. 133-141
-
-
Beer, M.1
Nohria, N.2
-
3
-
-
0003420955
-
-
New York: Harper & Brothers
-
For a detailed description of Lewin's classic "unfreeze-change- freeze" model, see K. Lewin, "Field Theory in Social Science: Selected Theoretical Papers" (New York: Harper & Brothers, 1951). Building on Lewin's work, many researchers have developed three-stage models of the change process. For a discussion of other three-stage models of organizational change
-
(1951)
Field Theory in Social Science: Selected Theoretical Papers
-
-
Lewin, K.1
-
6
-
-
0006895095
-
Why corporate initiatives get stuck?
-
J. Darragh and A. Campbell, "Why Corporate Initiatives Get Stuck?" Long Range Planning 34, no. 1 (2001): 33-52.
-
(2001)
Long Range Planning
, vol.34
, Issue.1
, pp. 33-52
-
-
Darragh, J.1
Campbell, A.2
-
7
-
-
0000644040
-
The design of work teams
-
ed. J. Lorsch (Englewood Cliffs, New Jersey: Prentice-Hall)
-
J.R. Hackman, "The Design of Work Teams," in "Handbook of Organizational Behavior," ed. J. Lorsch (Englewood Cliffs, New Jersey: Prentice-Hall, 1987), 315-342.
-
(1987)
Handbook of Organizational Behavior
, pp. 315-342
-
-
Hackman, J.R.1
-
9
-
-
0035459653
-
What you don't know about making decisions
-
September
-
For more on conflict management during the decision-making process, see D. Garvin and M. Roberto, "What You Don't Know About Making Decisions," Harvard Business Review 79 (September 2001): 108-116.
-
(2001)
Harvard Business Review
, vol.79
, pp. 108-116
-
-
Garvin, D.1
Roberto, M.2
-
10
-
-
0033243278
-
Psychological safety and learning behavior in work teams
-
Amy Edmondson argues that candid dialogue within teams stimulates learning and enhances their ability to accomplish tasks effectively. See A. Edmondson, "Psychological Safety and Learning Behavior in Work Teams," Administrative Science Quarterly 44 (1999): 350-383.
-
(1999)
Administrative Science Quarterly
, vol.44
, pp. 350-383
-
-
Edmondson, A.1
-
13
-
-
0001660354
-
The missing link: A transformational view of metaphors in organizational science
-
For more on the use of metaphors in organizations, see H. Tsoukas, "The Missing Link: A Transformational View of Metaphors in Organizational Science," Academy of Management Review, 16, no. 3 (1991): 566-585.
-
(1991)
Academy of Management Review
, vol.16
, Issue.3
, pp. 566-585
-
-
Tsoukas, H.1
-
14
-
-
0002714901
-
Management as symbolic action: The creation and maintenance of organizational paradigms
-
ed. L.L. Cummings and B. Staw (Greenwich, Connecticut: JAI Press)
-
Many researchers have emphasized the importance of symbolic action. For instance, see J. Pfeffer, "Management as Symbolic Action: The Creation and Maintenance of Organizational Paradigms," in "Research in Organizational Behavior," ed. L.L. Cummings and B. Staw (Greenwich, Connecticut: JAI Press, 1981), 3: 1-52.
-
(1981)
Research in Organizational Behavior
, vol.3
, pp. 1-52
-
-
Pfeffer, J.1
-
16
-
-
0343740039
-
Small wins: Redefining the scale of social problems
-
For more on small wins in the change process, see K. Weick, "Small Wins: Redefining the Scale of Social Problems," American Psychologist, 39, no. 1 (1984): 40-49;
-
(1984)
American Psychologist
, vol.39
, Issue.1
, pp. 40-49
-
-
Weick, K.1
-
19
-
-
0010074391
-
Managing the human side of change
-
April
-
R.M. Kanter, "Managing the Human Side of Change," Management Review 74 (April 1985): 52-56.
-
(1985)
Management Review
, vol.74
, pp. 52-56
-
-
Kanter, R.M.1
-
21
-
-
0000980252
-
A process model of internal corporate venturing in the diversified major firm
-
R.A. Burgelman, "A Process Model of Internal Corporate Venturing in the Diversified Major Firm," Administrative Science Quarterly 28 (1983): 223-244.
-
(1983)
Administrative Science Quarterly
, vol.28
, pp. 223-244
-
-
Burgelman, R.A.1
-
22
-
-
0036679739
-
Beaten before begun: The role of procedural justice in planning change
-
M. Korsgaard, H. Sapienza and D. Schweiger, "Beaten Before Begun: The Role of Procedural Justice in Planning Change," Journal of Management, 28, no. 4 (2002): 497-516.
-
(2002)
Journal of Management
, vol.28
, Issue.4
, pp. 497-516
-
-
Korsgaard, M.1
Sapienza, H.2
Schweiger, D.3
-
24
-
-
0031180478
-
Fair process: Managing in the knowledge economy
-
July-August
-
and W.C. Kim and R. Mauborgne, "Fair Process: Managing in the Knowledge Economy," Harvard Business Review 75 (July-August 1997): 65-75.
-
(1997)
Harvard Business Review
, vol.75
, pp. 65-75
-
-
Kim, W.C.1
Mauborgne, R.2
-
25
-
-
21844442887
-
Managing legitimacy: Strategic and institutional approaches
-
M.C. Suchman,"Managing Legitimacy: Strategic and Institutional Approaches," Academy of Management Review 20, no. 3 (1995): 571-610.
-
(1995)
Academy of Management Review
, vol.20
, Issue.3
, pp. 571-610
-
-
Suchman, M.C.1
-
26
-
-
84882456060
-
-
note
-
Author and consultant Michael Watkins has coined this wonderful phrase to describe managers who have made up their mind but ask for advice anyway, simply to try to demonstrate that they value subordinate input.
-
-
-
-
27
-
-
0003529918
-
-
San Francisco: Jossey-Bass
-
Edgar Schein describes how stories and myths about an organization's founders are used to sustain and transmit a company's culture over time. See E.H. Schein, "Organizational Culture and Leadership: A Dynamic View" (San Francisco: Jossey-Bass, 1985).
-
(1985)
Organizational Culture and Leadership: A Dynamic View
-
-
Schein, E.H.1
-
28
-
-
0036017981
-
Emotional balancing of organizational continuity and radical change: The contribution of middle managers
-
For more on the role of emotion in organizational change processes, see Q.N. Huy, "Emotional Balancing of Organizational Continuity and Radical Change: The Contribution of Middle Managers," Administrative Science Quarterly 47 (2002): 31-69.
-
(2002)
Administrative Science Quarterly
, vol.47
, pp. 31-69
-
-
Huy, Q.N.1
|