
Frameworks in this topic
Each card shows where the framework comes from and the question it helps you ask. Open one to see every article that uses it.
Burnes' choice management–change management model
Where do the decision to change and the way it is carried out come from, and how do they relate to strategy?Burnes, 1997; Burnes, 2018
Burnes' five determinants of successful change
Which organisational factors decide whether change succeeds or fails?Burnes, 2018
Carnall and By's change architecture pyramid
Which layers must a change programme build, and how do they connect?Carnall & Todnem By, 2014
Carnall's four approaches to implementing change
Should change be treated as a clinical, linear, systems or emergent process?Carnall, 2007
Change Kaleidoscope
Which features of the organisation's context limit how the change can be designed?Balogun & Hailey, 1999; Johnson et al., 2011
Change equation
When does the energy to change exceed the perceived cost of changing?Carnall, 2007
Coping cycle
How does an individual rebuild self-esteem after a major change?Carnall, 2007
Cultural web
Which visible elements hold the core assumption of the organisation in place?Johnson & Scholes, 1999
Deal and Kennedy's four cultures
How do an industry's risk level and speed of feedback shape its culture type?Deal & Kennedy, 1982
Double-loop learning
Are we fixing the symptom, or the assumption that produced the error?Argyris, 1977
Efficiency versus resilience lens
Is a concentrated, efficient chain more or less resilient than a dispersed, local one?Hobbs, 2021; Ponomarov and Holcomb, 2009
Four I's of transformational leadership
Through which behaviours does a transformational leader change followers?Bass, 1985; Bass & Avolio, 1994; Burns, 1978
Showing 12 of 43 frameworks. The rest are in the library.
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.
- Argyris, C. (1977) ‘Double loop learning in organizations’, Harvard Business Review, 55(5), pp. 115–125.No DOIhbr.orgSource page
- Balogun, J. and Hailey, V.H. (1999) Exploring Strategic Change. London: Prentice Hall.No DOISource page
- Bass, B.M. (1985) Leadership and performance beyond expectations. New York: Free Press.No DOIsearch.worldcat.orgSource page
- Bass, B.M. and Avolio, B.J. (1994) Improving organizational effectiveness through transformational leadership. Thousand Oaks, CA: SAGE.No DOISource page
- Beer, M. and Nohria, N. (2000) Cracking the code of change. Harvard Business Review.No DOIhbr.orgSource page
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- Bertrand, M., Chugh, D. and Mullainathan, S. (2005) ‘Implicit discrimination’, American Economic Review, 95(2), pp. 94–98.doi:10.1257/000282805774670365Source page
- Burnes, B. (1997) ‘Organizational choice and organizational change’, Management Decision, 35(10), pp. 753–759.doi:10.1108/00251749710192075Source page
- Burnes, B. (2018) Managing Change. Harlow: Pearson.No DOISource page
- Burns, J.M. (1978) Leadership. New York: Harper & Row.No DOIsearch.worldcat.orgSource page
- By, R.T. (2005) ‘Organisational change management: a critical review’, Journal of Change Management, 5(4), pp. 369–380.doi:10.1080/14697010500359250Source page
- Carnall, C. (2007) Managing Change in Organizations. Harlow: Pearson.No DOISource page
- Carnall, C. and Todnem By, R. (2014) Managing Change in Organizations. Harlow: Pearson.No DOISource page
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- 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
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