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Volumn 5, Issue 1, 2005, Pages 97-107

Strategic change decisions: doing the right change right

Author keywords

decision making; leading change; Strategic change management

Indexed keywords


EID: 33846974082     PISSN: 14697017     EISSN: 14791811     Source Type: Journal    
DOI: 10.1080/14697010500067390     Document Type: Article
Times cited : (23)

References (23)
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    • The bold, decisive manager: cultivating a company of action-takers
    • Bruch, H., and Ghoshal, S., 2004b. The bold, decisive manager: cultivating a company of action-takers. Ivey Business Journal, July–August: 1–6.
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    • Bruch, H.1    Ghoshal, S.2
  • 7
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    • Organization structure and strategies of control: a replication of the Aston study
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    • Organizational development and change management: setting the record straight
    • Farias, G., and Johnson, H., 2000. Organizational development and change management: setting the record straight. Journal of Applied Behavioral Science, 36: 376–379.
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  • 11
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    • An ethnographic study of culture in the context of organizational change
    • Heracleous, L., 2001. An ethnographic study of culture in the context of organizational change. Journal of Applied Behavioral Science, 37: 426–446.
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  • 12
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    • Emotional balancing of organizational continuity and radical change
    • Huy, Q. N., 2002. Emotional balancing of organizational continuity and radical change. Administrative Science Quarterly, 47: 31–69.
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  • 14
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    • Kotter, J., 1996. Leading Change, Boston: Harvard Business School Press.
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  • 15
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    • HR as a strategic partner: what does it take to make it happen?
    • Lawler, E. E., and Mohrman, S. A., 2003. HR as a strategic partner: what does it take to make it happen?. Human Resource Planning, 26: pp. 15–30.
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    • Lawler, E.E.1    Mohrman, S.A.2
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    • Strategic human resources management: a review of the literature and a proposed typology
    • Lengnick-Hall, C. A., and Lengnick-Hall, M. L., 1988. Strategic human resources management: a review of the literature and a proposed typology. Academy of Management Review, 13: 454–470.
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  • 17
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    • Context and action in the transformation of the firm
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  • 18
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    • Executive leadership and organizational outcomes: an evolutionary perspective
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    • Romanelli, E., and Tushman, M. L., 1988. “ Executive leadership and organizational outcomes: an evolutionary perspective ”. In The Executive Effect: Concepts and Methods for Studying Top Managers, Edited by: Hambrick, D. C., 129–146. Greenwich: Elsevier Science/JAI Press.
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    • Behavioral integrity as a critical ingredient for transformational leadership
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    • Emergent change as a universal in organizations
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* 이 정보는 Elsevier사의 SCOPUS DB에서 KISTI가 분석하여 추출한 것입니다.