Topic 7 of 13

Change management

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References

Listed A–Z by author surname, Harvard style. A source with a DOI links to https://doi.org/…; one without links to its page or says plainly that it has no DOI.

  1. Argyris, C. (1977) ‘Double loop learning in organizations’, Harvard Business Review, 55(5), pp. 115–125.No DOIhbr.orgSource page
  2. Balogun, J. and Hailey, V.H. (1999) Exploring Strategic Change. London: Prentice Hall.No DOISource page
  3. Bass, B.M. (1985) Leadership and performance beyond expectations. New York: Free Press.No DOIsearch.worldcat.orgSource page
  4. Bass, B.M. and Avolio, B.J. (1994) Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: SAGE.No DOISource page
  5. Beer, M. and Nohria, N. (2000) Cracking the code of change. Harvard Business Review.No DOIhbr.orgSource page
  6. Bertrand, M. and Mullainathan, S. (2004) ‘Are Emily and Greg more employable than Lakisha and Jamal? A field experiment on labor market discrimination’, American Economic Review, 94(4), pp. 991–1013.doi:10.1257/0002828042002561Source page
  7. Bertrand, M., Chugh, D. and Mullainathan, S. (2005) ‘Implicit discrimination’, American Economic Review, 95(2), pp. 94–98.doi:10.1257/000282805774670365Source page
  8. Burnes, B. (1997) ‘Organizational choice and organizational change’, Management Decision, 35(10), pp. 753–759.doi:10.1108/00251749710192075Source page
  9. Burnes, B. (2018) Managing Change. Harlow: Pearson.No DOISource page
  10. Burns, J.M. (1978) Leadership. New York: Harper & Row.No DOIsearch.worldcat.orgSource page
  11. By, R.T. (2005) ‘Organisational change management: a critical review’, Journal of Change Management, 5(4), pp. 369–380.doi:10.1080/14697010500359250Source page
  12. Carnall, C. (2007) Managing Change in Organizations. Harlow: Pearson.No DOISource page
  13. Carnall, C. and Todnem By, R. (2014) Managing Change in Organizations. Harlow: Pearson.No DOISource page
  14. Cummings, S., Bridgman, T. and Brown, K.G. (2016) ‘Unfreezing change as three steps: rethinking Kurt Lewin's legacy for change management’, Human Relations, 69(1), pp. 33–60.doi:10.1177/0018726715577707Source page
  15. Cunningham, J.B. and Kempling, J.S. (2009) ‘Implementing change in public sector organizations’, Management Decision, 47(2), pp. 330–344.doi:10.1108/00251740910938948Source page
  16. Deal, T.E. and Kennedy, A.A. (1982) Corporate Cultures. Reading, MA: Addison-Wesley.No DOISource page
  17. Dent, E.B. and Goldberg, S.G. (1999) ‘Challenging 'resistance to change'’, The Journal of Applied Behavioral Science, 35(1), pp. 25–41.doi:10.1177/0021886399351003Source page
  18. Elrod, P.D. and Tippett, D.D. (2002) ‘The “death valley” of change’, Journal of Organizational Change Management, 15(3), pp. 273–291.doi:10.1108/09534810210429309Source page
  19. European Institute for Gender Equality (2019) Parental-leave policies, in Gender Equality Index 2019: work-life balance. Vilnius: EIGE.No DOIeige.europa.euSource page
  20. Farri, E., Cervini, P. and Rosani, G. (2023) The 8 responsibilities of chief sustainability officers. Harvard Business Review, 2 March 2023.No DOIhbr.orgSource page
  21. Festinger, L. (1957) A Theory of Cognitive Dissonance. Stanford, CA: Stanford University Press.doi:10.1515/9781503620766Source page
  22. Frazier, M.L. et al. (2017) ‘Psychological safety: a meta-analytic review and extension’, Personnel Psychology, 70(1), pp. 113–165.doi:10.1111/peps.12183Source page
  23. Goleman, D. (2000) ‘Leadership that gets results’, Harvard Business Review, 78(2), pp. 78–90.No DOIhbr.orgSource page
  24. Graeff, C.L. (1997) ‘Evolution of situational leadership theory: a critical review’, The Leadership Quarterly, 8(2), pp. 153–170.doi:10.1016/s1048-9843(97)90014-xSource page
  25. Gupta, V., Hanges, P.J. and Dorfman, P. (2002) ‘Cultural clusters: methodology and findings’, Journal of World Business, 37(1), pp. 11–15.doi:10.1016/S1090-9516(01)00070-0Source page
  26. Handy, C. (1984) Organizations. Harmondsworth: Penguin.No DOISource page
  27. Harrison, R. (1970) ‘Choosing the depth of organizational intervention’, The Journal of Applied Behavioral Science, 6(2), pp. 181–202.doi:10.1177/002188637000600204Source page
  28. Haspeslagh, P.C. and Jemison, D.B. (1991) Managing acquisitions: creating value through corporate renewal. New York: Free Press.No DOISource page
  29. Hersey, P. and Blanchard, K.H. (1969) Management of organizational behavior: utilizing human resources. Englewood Cliffs, NJ: Prentice-Hall.No DOISource page
  30. Hersey, P. and Blanchard, K.H. (1988) Management of Organizational Behavior. Englewood Cliffs, NJ: Prentice Hall.No DOISource page
  31. Herzberg, F. (1968) ‘One more time: how do you motivate employees?’, Harvard Business Review, 46(1), pp. 53–62.No DOIhbr.orgSource page
  32. Hiatt, J.M. (2006) ADKAR: A Model for Change in Business, Government and Our Community. Loveland, CO: Prosci Learning Center Publications.No DOISource page
  33. Hobbs, J.E. (2021) ‘Food supply chain resilience and the COVID-19 pandemic: what have we learned?’, Canadian Journal of Agricultural Economics, 69(2), pp. 189–196.doi:10.1111/cjag.12279Source page
  34. Hofstede, G. (1980) Culture's Consequences.No DOISource page
  35. Hofstede, G. (1983) ‘National cultures in four dimensions: a research-based theory of cultural differences among nations’, International Studies of Management & Organization, 13(1–2), pp. 46–74.doi:10.1080/00208825.1983.11656358Source page
  36. House, R.J. et al. (2004) Culture, leadership, and organizations: the GLOBE study of 62 societies. Thousand Oaks, CA: SAGE.No DOISource page
  37. Javidan, M. et al. (2006) ‘Conceptualizing and measuring cultures and their consequences: a comparative review of GLOBE's and Hofstede's approaches’, Journal of International Business Studies, 37(6), pp. 897–914.doi:10.1057/palgrave.jibs.8400234Source page
  38. Javidan, M. et al. (2006) ‘In the eye of the beholder: cross cultural lessons in leadership from Project GLOBE’, Academy of Management Perspectives, 20(1), pp. 67–90.doi:10.5465/amp.2006.19873410Source page
  39. Johnson, G. and Scholes, K. (1999) Exploring Corporate Strategy. London: Prentice Hall Europe.No DOISource page
  40. Johnson, G., Whittington, R. and Scholes, K. (2011) Exploring Strategy. Harlow: Financial Times Prentice Hall.No DOISource page
  41. Judge, T.A. and Piccolo, R.F. (2004) ‘Transformational and transactional leadership: a meta-analytic test of their relative validity’, Journal of Applied Psychology, 89(5), pp. 755–768.doi:10.1037/0021-9010.89.5.755Source page
  42. Kahneman, D. (2011) Thinking, fast and slow. New York: Farrar, Straus and Giroux.No DOISource page
  43. Kanter, R.M. (2012) Ten reasons people resist change. Harvard Business Review online.No DOIhbr.orgSource page
  44. Keiser, N.L. and Arthur, W. (2021) ‘A meta-analysis of the effectiveness of the after-action review (or debrief) and factors that influence its effectiveness’, Journal of Applied Psychology, 106(7), pp. 1007–1032.doi:10.1037/apl0000821Source page
  45. Kotter, J.P. (1995) Leading change: why transformation efforts fail. Harvard Business Review.No DOIhbr.orgSource page
  46. Kotter, J.P. (1996) Leading Change. Boston, MA: Harvard Business School Press.No DOISource page
  47. Kübler-Ross, E. (1969) On Death and Dying. New York.No DOISource page
  48. Lewin, K. (1947) ‘Frontiers in group dynamics’, Human Relations, 1(1), pp. 5–41.doi:10.1177/001872674700100103Source page
  49. Locke, E.A. and Latham, G.P. (2002) ‘Building a practically useful theory of goal setting and task motivation: a 35-year odyssey’, American Psychologist, 57(9), pp. 705–717.doi:10.1037/0003-066x.57.9.705Source page
  50. Maslow, A.H. (1943) ‘A theory of human motivation’, Psychological Review, 50(4), pp. 370–396.doi:10.1037/h0054346Source page
  51. McGregor, D. (1960) The human side of enterprise. New York: McGraw-Hill.No DOISource page
  52. Mento, A., Jones, R. and Dirndorfer, W. (2002) ‘A change management process: grounded in both theory and practice’, Journal of Change Management, 3(1), pp. 45–59.doi:10.1080/714042520Source page
  53. Meyer, E. (2014) The culture map: breaking through the invisible boundaries of global business. New York: PublicAffairs.No DOISource page
  54. Oakland, J.S. and Tanner, S.J. (2007) ‘A new framework for managing change’, The TQM Magazine, 19(6), pp. 572–589.doi:10.1108/09544780710828421Source page
  55. Odeh, G. (2021) ‘Implementing McKinsey 7S model of organizational diagnosis and planned change, Best Western Italy case analysis’, Journal of International Business and Management, 11(4), pp. 1–8.doi:10.37227/JIBM-2021-09-1438Source page
  56. Oreg, S. (2003) ‘Resistance to change: developing an individual differences measure’, Journal of Applied Psychology, 88(4), pp. 680–693.doi:10.1037/0021-9010.88.4.680Source page
  57. Orlikowski, W.J. (1996) ‘Improvising organizational transformation over time: a situated change perspective’, Information Systems Research, 7(1), pp. 63–92.doi:10.1287/isre.7.1.63Source page
  58. Pollack, J. and Pollack, R. (2015) ‘Using Kotter's eight stage process to manage an organisational change program: presentation and practice’, Systemic Practice and Action Research, 28(1), pp. 51–66.doi:10.1007/s11213-014-9317-0Source page
  59. Ponomarov, S.Y. and Holcomb, M.C. (2009) ‘Understanding the concept of supply chain resilience’, The International Journal of Logistics Management, 20(1), pp. 124–143.doi:10.1108/09574090910954873Source page
  60. Post, C. et al. (2022) ‘Participative or directive leadership behaviors for decision-making in crisis management teams?’, Small Group Research, 53(5), pp. 692–724.doi:10.1177/10464964221087952Source page
  61. Rawls, J. (2001) Justice as fairness: a restatement. Cambridge, MA: Harvard University Press.doi:10.2307/j.ctv31xf5v0Source page
  62. Rousseau, D.M. (1989) ‘Psychological and implied contracts in organizations’, Employee Responsibilities and Rights Journal, 2(2), pp. 121–139.doi:10.1007/BF01384942Source page
  63. Schein, E.H. (2009) The Corporate Culture Survival Guide. San Francisco, CA: Jossey-Bass.No DOISource page
  64. Schein, E.H. (2010) Organizational Culture and Leadership. San Francisco, CA: Jossey-Bass.No DOISource page
  65. Tagulao, T.C.S. and Marques, J.A. (2022) ‘The application of nudge theory in ensuring change acceptance in the hospitality-gaming industry: a case analysis from Macau SAR, China’, in 2022 13th International Conference on E-business, Management and Economics. pp. 533–539.doi:10.1145/3556089.3556121Source page
  66. Thaler, R.H. and Sunstein, C.R. (2008) Nudge: Improving Decisions About Health, Wealth, and Happiness. New Haven, CT: Yale University Press.No DOISource page
  67. Thompson, G. and Vecchio, R.P. (2009) ‘Situational leadership theory: a test of three versions’, The Leadership Quarterly, 20(5), pp. 837–848.doi:10.1016/j.leaqua.2009.06.014Source page
  68. Tuckman, B.W. (1965) ‘Developmental sequence in small groups’, Psychological Bulletin, 63(6), pp. 384–399.doi:10.1037/h0022100Source page
  69. Tuckman, B.W. and Jensen, M.A.C. (1977) ‘Stages of small-group development revisited’, Group & Organization Studies, 2(4), pp. 419–427.doi:10.1177/105960117700200404Source page
  70. Waterman, R.H., Peters, T.J. and Phillips, J.R. (1980) ‘Structure is not organization’, Business Horizons, 23(3), pp. 14–26.doi:10.1016/0007-6813(80)90027-0Source page
  71. Weick, K.E. and Quinn, R.E. (1999) ‘Organizational change and development’, Annual Review of Psychology, 50, pp. 361–386.doi:10.1146/annurev.psych.50.1.361Source page
  72. Young, I.M. (2008) ‘Structural injustice and the politics of difference’, in Intersectionality and beyond. Abingdon: Routledge-Cavendish, pp. 289–314.doi:10.4324/9780203890882-23Source page
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