Strategic change leadership

Management Decision

Volumn 38, Issue 8, 2000, Pages 550-564

  Graetz, Fiona ^a  

^a DEAKIN UNIVERSITY   (Australia)

Author keywords

Distributed control; Instrumentalism; Leadership; Organizational change; Strategic management

Indexed keywords

EID: 84986021427     PISSN: 00251747     EISSN: None     Source Type: Journal    
DOI: 10.1108/00251740010378282     Document Type: Article

References (36)

1. Bahrami, H. (1992), “The emerging flexible organisation: perspectives from Silicon Valley”, California Management Review, Vol. 34 No. 4, pp. 33-52.
2. Bartlett, C.A. and Ghoshal, S. (1995), “Changing the role of top management: beyond structure to processes”, Harvard Business Review, January-February, pp. 86-96.
3. Beatty, R.W. and Ulrich, D.O. (1991), “Reenergizing the mature organisation”, Organisational Dynamics, Vol. 20 No. 1, pp. 16-30.
4. Beer, M. and Walton, E. (1990), “Developing the competitive organisation: interventions and strategies”, American Psychologist, Vol. 45 No. 2, pp. 154-216.
5. Bertsch, B. and Williams, R. (1994), “How multinational CEOs make change programs stick”, Long Range Planning, Vol. 27 No. 5, pp. 12-24.
6. Blumenthal, B. and Haspeslagh, P. (1994), “Toward a definition of corporate transformation”, Sloan Management Review, Spring, pp. 101-06.
7. Butler, R.J., Price, D.H.R., Coates, P.D. and Pike, R.H. (1998), “Organising for innovation: loose or tight control?”, Long Range Planning, Vol. 31 No. 5, pp. 775-82.
8. Dunphy, D. and Stace, D. (1993), Under New Management: Australian Organisations in Transition, McGraw-Hill Book Company, Sydney.
9. Eccles, T. (1993), “The deceptive allure of empowerment”, Long Range Planning, Vol. 26 No. 6, pp. 13-21.
10. Goleman, D. (1998), “What makes a leader?”, Harvard Business Review, November-December, pp. 93-102.
11. Hambrick, D.C. and Cannella, A.A. (1989), “Strategy implementation as substance and selling”, The Academy of Management Executive, Vol. 3 No. 4, pp. 278-85.
12. Hamel, G. and Prahalad, C.K. (1994), Competing for the Future, Harvard Business School Press, Boston, MA.
13. Handy, C. (1997), “New language of organising”, Executive Excellence, May, pp. 13-14.
14. Hirschhorn, L. and Gilmore, T. (1992), “The new boundaries of the ‘boundaryless’ company’’, Harvard Business Review, May-June, pp. 104-15.
15. Jackson, D. (1997), Dynamic Organisations: The Challenge of Change, Macmillan Business, London.
16. Javidan, M. (1995), “Leading a high commitment, high performance organisation”, in Sadler, P. (Ed.), Strategic Change: Building a High Performance Organisation, Elsevier Science, Oxford, pp. 33-47.
17. Johnson, G. (1990), “Managing strategic change; the role of symbolic action”, British Journal of Management, Vol. 1, pp. 183-200.
18. Johnson, G. (1992), “Managing strategic change – strategy, culture and action”, Long Range Planning, Vol. 25 No. 2, pp. 28-36.
19. Kanter, R.M., Stein, B.A. and Jick, T.D. (1992), The Challenge of Organisational Change, The Free Press, New York, NY.
20. Kets de Vries, M.F.R. (1994), “The leadership mystique”, Academy of Management Executive, Vol. 8 No. 3, pp. 73-89.
21. Kotter, J.P. (1990), “What leaders really do”, Harvard Business Review, May-June, pp. 103-11.
22. Kotter, J.P. (1995), “Leading change: why transformation efforts fail”, Harvard Business Review, May-June, pp. 59-67.
23. Kouzes, J.M. and Posner, B.Z. (1995), The Leadership Challenge, Jossey-Bass, San Francisco, CA.
24. Limerick, D. and Cunnington, B. (1993), Managing the New Organisation, Business and Professional Publishing, Sydney.
25. Nadler, D.A. and Tushman, M.L. (1990), “Beyond the charismatic leader: leadership and organisational change”, California Management Review, Winter, pp. 77-97.
26. Nadler, D.A., Shaw, R.B. and Walton, A.E. (1995), Discontinuous Change: Leading Organisational Transformation, Jossey-Bass, San Francisco, CA.
27. Naisbitt, J. and Aburdene, P. (1990), Megatrends 2000: Ten New Directions for the 1990s, Avon Books, New York, NY.
28. Pettigrew, T.J. (1991), “Total quality management at Ford Plastics’ plant”, unpublished paper.
29. Senge, P.M. (1990), “The leader's new work: building learning organisations’’, Sloan Management Review, Fall, pp. 7-23.
30. Spector, B.A. (1989), “From bogged down to fired up: inspiring organisational change”, Sloan Management Review, Summer, pp. 29-34.
31. Stace, D. and Dunphy, D. (1996), Beyond the Boundaries: Leading and Recreating the Successful Enterprise, McGraw-Hill, Australia.
32. Stata, R. (1992), “A CEO's perspective” in Kochan, T.A. and Useem, M. (Eds), Transforming Organisations, Oxford University Press, New York, NY, pp. 377-80.
33. Tichy, N.M. and Devanna, M.A. (1990), The Transformational Leader, John Wiley & Sons, New York, NY.
34. Ulrich, D. and Wiersema, M.F. (1989), “Gaining strategic and organisational capability in a turbulent business environment”, The Academy of Management Executive, Vol. III No. 2, pp. 115-22.
35. Useem, M. and Kochan, T.A. (1992), “Creating the learning organisation”, in Kochan, T.A. and Useem, M. (Eds), Transforming Organisations, Oxford University Press, New York, NY, pp. 391-406.
36. Whipp, R. and Pettigrew, R. (1993), “Leading change and the management of competition”, in Hendry, J., Johnson, G. and Newton, J. (Eds), Strategic Thinking: Leadership and the Management of Change, John Wiley & Sons, Chichester, pp. 199-228.