[1]
J. Pfeffer and R. I. Sutton, Change or Die?: An Evidence-Based Approach to Change Management [Download: PDF] [Digital]. 2006 [Online]. Available: http://www.amazon.com/Change-Die-Evidence-Based-Approach-Management/dp/B00122HDR8
[2]
Fernandez, Sergio, ‘Managing Successful Organizational Change in the Public Sector’, Public Administration Review, vol. 66, no. 2, pp. 168--176 [Online]. Available: http://search.proquest.com/docview/197173248/13F99B9548250DFB5C1/4?accountid=14511
[3]
March, James G, ‘Footnotes to Organizational Change’, Administrative Science Quarterly, vol. 26, no. 4, pp. 563–577 [Online]. Available: http://search.proquest.com/docview/203974641/13F99BB81B62D65B4DC/4?accountid=14511
[4]
C. Pollitt, ‘Structural change and public service performance: international lessons?’, Public Money & Management, vol. 29, no. 5, pp. 285–291, Sep. 2009, doi: 10.1080/09540960903205907.
[5]
K. E. Weick and R. E. Quinn, ‘Organizational Change and Development’, Annual Review of Psychology, vol. 50, pp. 361–386, 1999 [Online]. Available: http://www.annualreviews.org/doi/abs/10.1146/annurev.psych.50.1.361
[6]
A. M. Pettigrew, R. W. Woodman, and K. S. Cameron, ‘STUDYING ORGANIZATIONAL CHANGE AND DEVELOPMENT: CHALLENGES FOR FUTURE RESEARCH.’, Academy of Management Journal, vol. 44, no. 4, pp. 697–713, Aug. 2001 [Online]. Available: https://www.jstor.org/stable/3069411?seq=1#metadata_info_tab_contents
[7]
Palmer, Ian, Dunford, Richard, and Akin, Gib, ‘Managing Organizational Change: A Multiple Perspectives Approach Chapter 3’, in Managing organizational change: a multiple perspectives approach, 2nd ed., Boston: McGraw-Hill Irwin, 2009.
[8]
Van de Ven, Andrew H, ‘Explaining development and change in organizations’, Academy of Management. The Academy of Management Review, vol. 20, no. 3, pp. 510–540 [Online]. Available: http://search.proquest.com/docview/210967560/13F99D8B2FFB04E73E/11?accountid=14511
[9]
Nancy Staudenmayer, Marcie Tyre and Leslie Perlow, ‘Time to Change: Temporal Shifts as Enablers of Organizational Change’, Organization Science, vol. 13, no. 5, pp. 583–597, 2002 [Online]. Available: http://www.jstor.org/stable/3086079
[10]
Marvin Washington and Marc J. Ventresca, ‘How Organizations Change: The Role of Institutional Support Mechanisms in the Incorporation of Higher Education Visibility Strategies, 1874-1995’, Organization Science, vol. 15, no. 1, pp. 82–97, 2004 [Online]. Available: http://www.jstor.org/stable/30034712
[11]
Jones, Candace and Thornton, Patricia H., Transformation in cultural industries, vol. Research in the sociology of organizations. Amsterdam: Elsevier, 2005.
[12]
Paul Colomy, ‘Neofunctionalism and Neoinstitutionalism: Human Agency and Interest in Institutional Change’, Sociological Forum, vol. 13, no. 2, pp. 265–300, 1998 [Online]. Available: http://www.jstor.org/stable/684885
[13]
Michael T. Hannan and John Freeman, ‘Structural Inertia and Organizational Change’, American Sociological Review, vol. 49, no. 2, pp. 149–164, 1984 [Online]. Available: http://www.jstor.org/stable/2095567
[14]
S. Kelman, ‘Downsizing, competition, and organizational change in government: Is necessity the mother of invention?’, Journal of Policy Analysis and Management, vol. 25, no. 4, pp. 875–895, Autumn 2006, doi: 10.1002/pam.20212.
[15]
Lengnick-Hall, Cynthia A., ‘Adaptive Fit Versus Robust Transformation: How Organizations Respond to Environmental Change.’, Adaptive Fit Versus Robust Transformation: How Organizations Respond to Environmental Change., vol. 31, no. 5, 2005 [Online]. Available: https://search-ebscohost-com.libproxy.ucl.ac.uk/login.aspx?direct=true&AuthType=ip,shib&db=bsu&AN=20050657&site=ehost-live&scope=site&custid=s8454451
[16]
E. R. Maguire, ‘Structural Change in Large Municipal Police Organizations During the Community Policing Era’, Justice Quarterly, vol. 14, no. 3, pp. 547–576, 1997 [Online]. Available: http://www.heinonline.org/HOL/Page?handle=hein.journals/jquart14&id=557&collection=journals&index=journals/jquart
[17]
Amburgey, Terry L., ‘Resetting The Clock: The Dynamics of Organizational Change and Failure.’, Administrative Science Quarterly, vol. 38, no. 1, 1993 [Online]. Available: https://search-ebscohost-com.libproxy.ucl.ac.uk/login.aspx?direct=true&AuthType=ip,shib&db=bsu&AN=9306035259&site=ehost-live&scope=site&custid=s8454451
[18]
Matthew S. Kraatz and Edward J. Zajac, ‘Exploring the Limits of the New Institutionalism: The Causes and Consequences of Illegitimate Organizational Change’, American Sociological Review, vol. 61, no. 5, pp. 812–836, 1996 [Online]. Available: http://www.jstor.org/stable/2096455
[19]
Sull, Donald N., ‘Why Good Companies Go Bad.’, Harvard Business Review, vol. 77, no. 4, 1999 [Online]. Available: https://search-ebscohost-com.libproxy.ucl.ac.uk/login.aspx?direct=true&AuthType=ip,shib&db=bsu&AN=1980078&site=ehost-live&scope=site&custid=s8454451
[20]
Burke, W. Warner, ‘A Casual Model of Organizational Performance and Change.’, Journal of Management, vol. 18, no. 3, pp. 523–545, 1992 [Online]. Available: https://search-ebscohost-com.libproxy.ucl.ac.uk/login.aspx?direct=true&AuthType=ip,shib&db=bsu&AN=5979552&site=ehost-live&scope=site&custid=s8454451
[21]
Kelman, Steven, Unleashing change: a study of organizational renewal in government. Washington, D.C.: Brookings Institution Press, 2005 [Online]. Available: http://www.vlebooks.com/vleweb/product/openreader?id=UCL&isbn=9780815797760
[22]
Martha S. Feldman, ‘Organizational Routines as a Source of Continuous Change’, Organization Science, vol. 11, no. 6, pp. 611–629, 2000 [Online]. Available: http://www.jstor.org/stable/2640373
[23]
H. R. Greve, ‘Performance, aspirations and risky organizational change.’, Academy of Management Best Papers Proceedings, vol. 8, no. 1, pp. 224–228, Aug. 1996, doi: 10.5465/AMBPP.1996.4980460.
[24]
R. Gareis, ‘Changes of organizations by projects’, International Journal of Project Management, vol. 28, no. 4, pp. 314–327, May 2010, doi: 10.1016/j.ijproman.2010.01.002.
[25]
Olson, Edwin E. and Eoyang, Glenda H., Facilitating organization change: lessons from complexity science, vol. Practicing organization development series. San Francisco, Calif: Jossey-Bass/Pfeiffer, 2001.
[26]
P. S. Goodman and D. M. Rousseau, ‘Organizational change that produces results: The linkage approach.’, Academy of Management Executive, vol. 18, no. 3, pp. 7–19, Aug. 2004, doi: 10.5465/AME.2004.14776160.
[27]
Beer, Michael, ‘Why Change Programs Don’t Produce Change.’, Harvard Business Review, vol. 68, no. 6 [Online]. Available: https://eclass.aueb.gr/modules/document/file.php/MISC268/Case%20Studies/Case%20Study%202_Why%20change%20programs%20do%20not%20produce%20change.pdf
[28]
Daly, Joseph P., ‘The role of fairness in implementing large-scale change: employee evaluations of process and outcome in seven facility relocations.’, Journal of Organizational Behavior, vol. 15, no. 7, 1994 [Online]. Available: https://search-ebscohost-com.libproxy.ucl.ac.uk/login.aspx?direct=true&AuthType=ip,shib&db=bsu&AN=12496815&site=ehost-live&scope=site&custid=s8454451
[29]
R. Todnem By, ‘Organisational change management: A critical review’, Journal of Change Management, vol. 5, no. 4, pp. 369–380, Dec. 2005, doi: 10.1080/14697010500359250.
[30]
M. Smets, T. Morris, and R. Greenwood, ‘From practice to field: a multilevle model of practice-driven institutional change.’, Academy of Management Journal, vol. 55, no. 4, pp. 877–904, Aug. 2012, doi: 10.5465/amj.2010.0013.
[31]
Boyatzis, Richard, ‘Intentional change.’, Journal of Organizational Excellence, vol. 25, no. 3, 2006 [Online]. Available: https://search-ebscohost-com.libproxy.ucl.ac.uk/login.aspx?direct=true&AuthType=ip,shib&db=bth&AN=20916956&site=ehost-live&scope=site&custid=s8454451
[32]
Collins, James C., ‘Building Your Company’s Vision.’, Harvard Business Review, vol. 74, no. 5, 1996 [Online]. Available: https://www.cin.ufpe.br/~if275/material/artigos/BuildingYourCompanysVision.pdf
[33]
Garvin, David A., ‘Change Through Persuasion.’, Harvard Business Review, vol. 83, no. 2, 2005 [Online]. Available: https://hbr.org/2005/02/change-through-persuasion
[34]
K. D. Bess, I. Prilleltensky, D. D. Perkins, and L. V. Collins, ‘Participatory Organizational Change in Community-Based Health and Human Services: From Tokenism to Political Engagement’, American Journal of Community Psychology, vol. 43, no. 1–2, pp. 134–148, Mar. 2009, doi: 10.1007/s10464-008-9222-8.
[35]
Tsoukas, Haridimos, ‘On organizational becoming: Rethinking organizational change’, Organization Science, vol. 13, no. 5, pp. 567--582 [Online]. Available: http://search.proquest.com/docview/213826062/13F9AA530C57381A7E3/8?accountid=14511
[36]
M. Fugate, ‘The Impact of Leadership, Management, and HRM on Employee Reactions to Organizational Change’, in Research in Personnel and Human Resources Management |, vol. 31, 2012, pp. 177–208 [Online]. Available: https://www.emerald.com/insight/content/doi/10.1108/S0742-7301(2012)0000031007/full/pdf?title=the-impact-of-leadership-management-and-hrm-on-employee-reactions-to-organizational-change
[37]
J. D. Ford, L. W. Ford, and A. D’Amelio, ‘Resistance to Change: The Rest of the Story’, Academy of Management Review, vol. 33, no. 2, pp. 362–377, Apr. 2008, doi: 10.5465/AMR.2008.31193235.
[38]
Garvin, David A., ‘Change Through Persuasion.’, The publisher offers limited access to this article. The full text cannot be printed or saved.Change Through Persuasion., vol. 83, no. 2, 2005 [Online]. Available: https://hbr.org/2005/02/change-through-persuasion
[39]
A. E. Reichers, J. P. Wanous, and J. T. Austin, ‘Understanding and managing cynicism about organizational change.’, Academy of Management Executive, vol. 11, no. 1, pp. 48–59, Feb. 1997, doi: 10.5465/AME.1997.9707100659.
[40]
S. Oreg, ‘Personality, context, and resistance to organizational change’, European Journal of Work and Organizational Psychology, vol. 15, no. 1, pp. 73–101, Mar. 2006, doi: 10.1080/13594320500451247.
[41]
E. B. Dent and S. G. Goldberg, ‘Challenging “Resistance to Change”’, The Journal of Applied Behavioral Science, vol. 35, no. 1, pp. 25–41, Mar. 1999, doi: 10.1177/0021886399351003.
[42]
Sandy Kristin Piderit, ‘Rethinking Resistance and Recognizing Ambivalence: A Multidimensional View of Attitudes toward an Organizational Change’, The Academy of Management Review, vol. 25, no. 4, pp. 783–794, 2000 [Online]. Available: http://www.jstor.org/stable/259206
[43]
Goleman, Daniel, ‘Social Intelligence and the Biology of Leadership.’, Social Intelligence and the Biology of Leadership., vol. 86, no. 9, 2008 [Online]. Available: https://hbr.org/2008/09/social-intelligence-and-the-biology-of-leadership
[44]
Kotter, John P., ‘Leading Change: Why Transformation Efforts Fail. (cover story)’, Harvard Business Review, vol. 73, no. 2 [Online]. Available: https://www.wdhb.org.nz/assets/Uploads/Documents/d0b6f78cf6/rttc_leading-change-by-j-kotter-harvard-business-review.pdf
[45]
Cohen, Dan S., The heart of change field guide: tools and tactics for leading change in your organization. Boston, Mass: Harvard Business School Press, 2005.
[46]
‘Leadership for Change: Case Studies in American Local Government | IBM Center for the Business of Government’. [Online]. Available: http://www.businessofgovernment.org/report/leadership-change-case-studies-american-local-government
[47]
M. Tushman and C. A. O’Reilly, Winning through innovation: a practical guide to leading organizational change and renewal. Boston, Massachusetts: Harvard Business School Press, 2002.
[48]
A.D. Brown, S Ainsworth, and D Grant, ‘The Rhetoric of Institutional Change’, Organization Studies, vol. 33, no. 3, 1AD [Online]. Available: https://journals.sagepub.com/doi/10.1177/0170840611435598
[49]
K. E. Weick, K. M. Sutcliffe, and D. Obstfeld, ‘Organizing and the Process of Sensemaking’, Organization Science, vol. 16, no. 4, pp. 409–421, Jul. 2005, doi: 10.1287/orsc.1050.0133.
[50]
D. A. Gioia and K. Chittipeddi, ‘Sensemaking and sensegiving in strategic change initiation’, Strategic Management Journal, vol. 12, no. 6, pp. 433–448, Sep. 1991, doi: 10.1002/smj.4250120604.
[51]
Karl E. Weick, ‘The Collapse of Sensemaking in Organizations: The Mann Gulch Disaster’, Administrative Science Quarterly, vol. 38, no. 4, pp. 628–652, 1993 [Online]. Available: http://www.jstor.org/stable/2393339
[52]
Peer C. Fiss and Edward J. Zajac, ‘The Symbolic Management of Strategic Change: Sensegiving via Framing and Decoupling’, The Academy of Management Journal, vol. 49, no. 6, pp. 1173–1193, 2006 [Online]. Available: http://www.jstor.org/stable/20159826
[53]
Amit Nigam and W. Ocasio, ‘Event Attention, Environmental Sensemaking, and Change in Institutional Logics: An Inductive Analysis of the Effects of Public Attention to Clinton’s Health Care Reform Initiative’, Organization Science, vol. 21, no. 4, pp. 823–841, 2010 [Online]. Available: http://www.jstor.org/stable/40792477
[54]
K. E. Weick, ‘Organized sensemaking: A commentary on processes of interpretive work’, Human Relations, vol. 65, no. 1, pp. 141–153, Jan. 2012, doi: 10.1177/0018726711424235.
[55]
D. Buchanan et al., ‘No going back: A review of the literature on sustaining organizational change’, International Journal of Management Reviews, vol. 7, no. 3, pp. 189–205, Sep. 2005, doi: 10.1111/j.1468-2370.2005.00111.x.
[56]
J. Amis, T. Slack, and C. R. Hinings, ‘THE PACE, SEQUENCE, AND LINEARITY OF RADICAL CHANGE.’, Academy of Management Journal, vol. 47, no. 1, pp. 15–39, Feb. 2004 [Online]. Available: https://pdfs.semanticscholar.org/e32b/d231c4704c56f43e0a1e2b22f7768507506e.pdf?_ga=2.163071996.1501688769.1575986832-1855258265.1571302371
[57]
T. K. Tan and L. Heracleous, ‘Teaching Old Dogs New Tricks: Implementing Organizational Learning in an Asian National Police Force’, The Journal of Applied Behavioral Science, vol. 37, no. 3, pp. 361–380, Sep. 2001, doi: 10.1177/0021886301373007.
[58]
Bryson, John M., Strategic planning for public and nonprofit organizations: a guide to strengthening and sustaining organizational achievement, 4th ed. San Francisco: Jossey-Bass, 2011.
[59]
S. Mantere, H. A. Schildt, and J. A. A. Sillince, ‘Reversal of Strategic Change’, Academy of Management Journal, vol. 55, no. 1, pp. 172–196, Feb. 2012 [Online]. Available: http://web.a.ebscohost.com/ehost/pdfviewer/pdfviewer?vid=3&sid=bb24257d-c0c7-49f8-8a60-25825065f752%40sdc-v-sessmgr02
[60]
Burke, W. Warner, Organizational change: Theory and Practice, vol. Foundations for organizational science. Thousand Oaks, Calif: Sage, 2002.