Many thousands of journal papers have been written over the decades, some have been good, some have been bad and some have been really ugly. The selection of ‘classic’ papers here is a highly subjective choice. The choice of papers seeks to signpost papers which have advanced theory as well as practice. Over time it is hoped that there will be an opportunity for members to load up listings of their personal favourites.
1. Abrahamson, E. (2004) Avoiding repetitive change syndrome. MIT Sloan Management Review. Vol.45, No.2. 93-95.
2. Abrahamson, E. and Fairchild, G. (1999) Management fashion: lifecyles, triggers, and collective learning processes. Administrative Science Quarterly. Vol.44, No.4. 708-740.
3. Antonacopoulou, E. P. and Gabriel, Y. (2001) Emotion, learning and organizational change: towards an integration of psychoanalytic and other perspectives. Journal of Organizational Change Management. Vol.14, No.5. 435–451.
4. Argyris, C. (1973) Personality and organization theory revisited. Administrative Science Quarterly. Vol.18. No.2. 141-67.
5. Balogun, J., Gleadle, P., Hope Hailey, V. and Willmott, H. (2005) Managing change across boundaries: boundary shaking practices. British Journal of Management. Vol.16, Issue.4.261-278.
6. Barrett, D.J. (2002) Change communication: using strategic employee communication to facilitate major change. Corporate Communications: An International Journal. Vol.7, No.4. 219-231.
7. Beer, M. and Nohria, N. (2000) Cracking the code of change. Harvard Business Review. Vol.78, Issue.3. 133-141.
8. Beer, M., Eisenstat, R.A. and Spector, B. (1990) Why change programs don’t produce change. Harvard Business Review. Vol.68, Issue.6, 158-166.
9. Buchanan, D. and Badham, R. (1999) Politics and organizational change: the lived experience. Human Relations. Vol.52, No.5. 609-629.
10. Buchanan, D., Claydon, T. and Doyle, M. (1999) Organisation development and change: the legacy of the nineties. Human Resource Management Journal.Vol.9, No.2. 20-37.
11. Burnes, B. (1996) No such thing as…a ‘one best way’ to manage organizational change. Management Decision. Vol.34, No.10. 11-18.
12. Burnes, B. (2004) Kurt Lewin and the planned approach to change: a re- appraisal, Journal of Management Studies. Vol.41, No.6. 977-1002.
13. Burnes, B. (2009) Ethics and organizational change - time for a return to Lewinian values. Journal of Change Management. Vol.9, No.4. 359-381.
14. Burnes, B., Cooper, C. and West, P. (2003) Organisational learning: the new management paradigm? Management Decision. Vol.41, No.5. 452-464.
15. Caldwell, R. (2001) Champions, adapters, consultants and synergists: the new change agents in HRM. Human Resource Management Journal. Vol.11, No.3. 39-52.
16. Caldwell, R. (2003) Models of change agency: a fourfold classification. British Journal of Management. Vol.14. 131-142.
17. Caldwell, R. (2003) Change leaders and change managers: different or complementary? Leadership & Organization Development Journal. Vol.24, No.5. 285-293.
18. Clampitt, P.G., Dekoch, R.J. and Cashman, T. (2000) A strategy for communicating about uncertainty. Academy of Management Executive. Vol.14, No.4. 41-57.
19. Clegg, C. and Walsh, S. (2004) Change management: time for a change! European Journal of Work and Organizational Psychology. Vol.13, No.2. 217–239.
20. Coghlan, D. (1994) Managing organizational change through teams and groups. Leadership and Organization Development Journal. Vol.15, No.2. 18-23.
21. Cooke, B. (1999) Writing the left out of management theory: the historiography of the management of change. Organization. Vol.6, No.1. 81-105.
22. Daly, F., Teague, P. and Kitchen, P. (2003) Exploring the role of internal communication during organisational change. Corporate Communications: An International Journal. Vol.8, No.3. 153-162.
23. De Geus, A. (1997) The living company. Harvard Business Review.Vol.75, Issue.2. 51-59.
24. DiMaggio, P. and Powell, W. (1983) The iron cage revisited: institutional isomorphism and collective rationality in organizations. American Sociological Review. Vol.48. No.2. 147-60.
25. Dover, P.A. (2003) Change agents at work: lessons from Siemens Nixdorf. Journal of Change Management. Vol.3, No.3.243-257.
26. Doyle, M. (2001) Dispersing change agency in high velocity change organisations: issues and implications. Leadership and Organization Development Journal, Vol.22, No.7. 321-329.
27. Doyle, M. Claydon, T. and Buchanan, D. (2000) Mixed results, lousy process: the management experience of organizational change. British Journal of Management. Vol.11, Special Issue, S59 – S80.
28. Dunphy, D. (1996) Organizational change in corporate settings. Human Relations. Vol.49, No.5. 541-552.
29. Dunphy, D. and Stace, D. (1988) Transformational and coercive strategies for planned organizational change: beyond the O.D. model. Organization Studies. Vol.9, No.3. 317-334.
30. Dunphy, D. and Stace, D. (1993) The strategic management of corporate change. Human Relations. Vol.46, No.8. 905-920.
31. Eisenhardt, K.M. (2000) Paradox, spirals, ambivalence: the new language of change and pluralism. Academy of Management Review. Vol.25, No.4. 703-705.
32. Elrod II, P.D and Tippett, D.D. (2002) The “death valley” of change. Journal of Organizational Change Management. Vol.15, No.3. 273-291.
33. Fincham, R. and Evans, M. (1999) The consultants’ offensive: re-engineering – from fad to technique. New Technology, Work and Employment. Vol.14, No.1. 32–44.
34. Ford, J.D, Ford, L.W and Amelio’D, A. (2008) Resistance to change: the rest of the story. Academy of Management Review. Vol.33, No.2. 362-377.
35. George, J.M. and Jones, G.R. (2001) Towards a process model of individual change in organizations. Human Relations. Vol.54. No.4. 419-444.
36. Goodman, J. and Truss, C. (2004) The medium and the message: communicating effectively during a major change initiative. Journal of Change Management. Vol.4, No.3. 217-228.
37. Goodman, M.B. (2001) Current trends in corporate communication. Corporate Communications: An International Journal. Vol.6, No.3. 117-123.
38. Graetz, F. (2000) Strategic change leadership. Management Decision. Vol.38, No.8. 550-562.
39. Grant, S. and Humphries, M. (2006) Critical evaluation of appreciative inquiry. Action Research. Vol.4, No.4. 401-418.
40. Greenwood, R. and Hinings, C.R. (1988) Organizational design types, tracks and the dynamics of strategic change. Organization Studies. Vol.9, Issue.3. 293-316.
41. Greiner, L.E. (1972) Evolution and revolution as organizations grow. Harvard Business Review. Vol.50, Issue.4. 37-46.
42. Greiner, L.E. and Cummings, T.G. (2004) Wanted: OD more alive than dead! Journal of Applied Behavioral Science. Vol.40, No.4. 374-391.
43. Grey, C. (2003) The fetish of change. TAMARA Journal of Critical Postmodern Organization Science. Vol.2, No.2. 1-18.
44. Grint, K. and Case, P. (1998) The violent rhetoric of re-engineering: management consultancy on the offensive. Journal of Management Studies. Vol.35, No.5. 557-577.
45. Hannan, M.T. and Freeman, F. (1977) The population ecology of organizations. American Journal of Sociology. Vol.82. No.5. 929-964.
46. Hardy, C. (1996) Understanding power: bringing about strategic change. British Journal of Management. Vol.7 (special issue), S3-S16.
47. Harris, L. (2002) The learning organisation – myth or reality? Examples from the UK retail banking industry. The Learning Organization. Vol.9, No.2. 78-88.
48. Hartley, J., Bennington, J. and Binns, P. (1997) Researching the role of internal-change agents in the management of organizational change. British Journal of Management. Vol.8. 61-73.
49. Hendry, C. (1996) Understanding and creating whole organizational change through learning theory. Human Relations. Vol.48, No.5. 621-41.
50. Hodgkinson, G. P. and Wright, G. (2002) Confronting strategic inertia in a top management team: learning from failure. Organization Studies. Vol.23, No.6. 949–77.
51. Hope Hailey, V. and Balogun, J. (2002) Devising context sensitive approaches to change: the example of GlaxoWellcome. Long Range Planning. Vol.35. Issue.2. 153-178.
52. Johnson, G. (1992) Managing strategic change – strategy, culture and action. Long Range Planning. Vol.25, No.1. 28-36.
53. Jones, E, Watson, B, Gardner, J, Gallois, C. (2004). Organizational communication: challenges for the new century. Journal of Communications. Vol. 54, No.4. 722-50.
54. Jones, R.A., Jimmieson, N.L. and Griffiths, A. (2005) The impact of organizational culture and reshaping capabilities on change implementation success: the mediating role of readinesss for change. Journal of Management Studies. Vol.42, No.2. 361-386.
55. Knights, D. and McCabe, D. (2002) A road less travelled: beyond managerialist, critical and processual approaches to total quality management. Journal of Organizational Change Management. Vol.15, Issue.1. 25-30.
56. Kotter, J. P. (1995) Leading change: why transformation efforts fail, Harvard Business Review, Vol.73, Issue 2. 59–67.
57. Kotter, J.P and Schlesinger, L.A (1979) Choosing strategies for change. Harvard Business Review. Vol.57, No.2. 106-114.
58. Leana, C.R. and Barry, B. (2000) Stability and change as simultaneous experiences in organisational life. Academy of Management Review. Vol.25, No.4. 753-759.
59. Lewis, L.K. (2000) Communicating change: four cases of quality programs. The Journal of Business Communication. Vol.37, No.2. 128-155.
60. Leybourne, S.A. (2006) Managing change by abandoning planning and embracing improvisation. Journal of General Management. Vol.31, No.3. 11-29.
61. Lines, R. (2004) Influence of participation in strategic change: resistance, organizational commitment and change goal achievement. Journal of Change Management. Vol.4, No.3. 193-215.
62. March, J.G. (1981) Footnotes to organizational change. Administrative Science Quarterly. Vol.26, Issue.4. 563-577.
63. Martin De Holan, P., Phillips, N. and Lawrence, T.B. (2004) Managing organizational forgetting. MIT Sloan Management Review. Vol.45, No.2. 45-51.
64. Massey, L. and Williams, S. (2006) Implementing change: the perspective of NHS change agents. Leadership & Organization Development Journal. Vol. 27, No.8. 667-681.
65. McLaughlin, H. and Thorpe, R. (1993) Action learning – a paradigm in emergence. British Journal of Management. Vol.4, No.1. 19-27.
66. Morrison, E.W. and Milliken, F.J. (2000) Organizational silence: a barrier to change and development in a pluralistic world. Academy of Management Review. Vol.25, No.4. 706-725.
67. Nonaka, I. (1991) The knowledge-creating company. Harvard Business Review.Vol.69. November/December. 96-104.
68. Ogbonna, E. and Wilkinson, B. (2003) The false promise of organizational
culture change: a case study of middle managers in grocery retailing. Journal
of Management Studies. Vol.40, No.5. 1151-1178.
69. Orlikowski W.J. and Barley S.R. (2001) Technology and institutions: what can research on information technology and research on organizations learn from each other? MIS Quarterly. Vol.25, No.2. 145-165
70. Oswick, C., Grant, D., Michelson, G. and Wailes, N. (2005) Looking forwards: discursive directions in organizational change. Journal of Organizational Change Management. Vol.18, No.4. 383-390.
71. Palmer, I. and Dunford, R. (2002) Out with the old and in with the new? The relationship between traditional and new organizational practices. International Journal of Organizational Analysis. Vol.10, Issue.3. 209-225.
72. Palmer, I. and Dunford, R. (2008) Organizational change and the importance of embedded assumptions. British Journal of Management. Vol.19. Special Issue, S20-S32.
73. Paton, R. and Dempster, L. (2002) Managing change from a gender perspective. European Management Journal. Vol.20, No.5. 539-548.
74. Pettigrew, A. M. (1977) Strategy formulation as a political process. International Studies of Management and Organization, Vol.7, No.2. 78–87.
75. Pettigrew, A.M. (2002) Andrew Pettigrew on executives and strategy: An interview by Kenneth Starkey. European Journal of Management. Vol.20, No.1. 20-34.
76. Pettigrew, A. Massini, S., and Numagami (2000) Innovative forms of organising in Europe and Japan. European Management Journal. Vol.18, No.3. 259-273.
77. Pfeffer, J. (1992b) Understanding power in organizations. California Management Review. Vol.34, Issue.2. 29-50.
78. Piderit, S.K. (2000) Rethinking resistance and recognizing ambivalence: a multidimensional view of attitudes toward an organizational change. Academy of Management Review. Vol.25, No.4. 783-794.
79. Rashford, N.S and Coghlan, D. (1989) Phases and levels of organisational change. Journal of Managerial Psychology. Vol.4, Issue.3. 17-22.
80.Redman, T. and Grieves, J. (1999) Managing strategic change through TQM: learning from failure. New Technology, Work and Employment. Vol.14, No.1. 45–61.
81. Romanelli, E. and Tushman, M.L. (1994) Organizational transformation as punctuated equilibrium: an empirical test. Academy of Management Journal. Vol.37, No.5.1141-1166.
82. Sinclair, A. (1992) The tyranny of a team ideology. Organization Studies. Vol.13, No.4. 611-626.
83. Sminia, H. and Van Nistelrooij, A. (2006) Strategic management and organization development: planned change in a public sector organization. Journal of Change Management. Vol.6, No.1. 99-113.
84. Sorge, A. and Van Witteloostuijn, A. (2004) The (Non) sense of organizational change: an essai about universal management hypes, sick consultancy metaphors and healthy organization theories. Organization Studies. Vol.25, No.7. 1205-1231.
85. Sturdy, A. (2004) The adoption of management ideas and practices: theoretical perspectives and possibilities. Management Learning. Vol.35, No.2. 155-179.
86. Sturdy, A. and Grey, C. (2003) Beneath and beyond organizational change management: exploring alternatives. Organization. Vol.10, No.4. 651-662.
87. Thompson, P. and O’Connell Davidson, J. (1995) The continuity of discontinuity: managerial rhetoric in turbulent times. Personnel Review. Vol.24, No.4. 17-33.
88. Tourish, D. and Pinnington, A. (2002) Transformational leadership, corporate cultism and the spirituality paradigm: an unholy trinity in the workplace? Human Relations. Vol. 55, No. 2. 147-172.
89. Trompenaars, F. and Woolliams, P. (2003) A new framework for managing change across cultures. Journal of Change Management. Vol.3, No.4. 361-375.
90. Tsoukas, H. and Chia, R. (2002) On organizational becoming: rethinking organizational change. Organization Science. Vol.13, No.5. 567-582.
91. Van De Ven, A.H. and Poole, M.S. (1995) Explaining development and change in organizations. Academy of Management Review. Vol.20, No.3. 510-540.
92. Van De Ven, A.H and Poole, M.S. (2005) Alternative approaches for studying organizational change. Organization Studies. Vol.26, No.9. 1377-1404.
93. Vince, R. (2002) The politics of imagined stability: a psychodynamic understanding of change at Hyder plc. Human Relations. Vol.55, No.10. 1189-1208.
94. Walston, S.L. and Chadwick, C. (2003) Perceptions and misperceptions of major organizational changes in hospitals: do change efforts fail because of inconsistent organizational perceptions of restructuring and reengineering? International Journal of Public Administration. Vol.26, No.14. 1581-1605.
95. Weick, K.E. (1998) Improvisation as a mindset for organizational analysis. Organization Science. Vol.9, No.5. 543-555.
96. West, M.A., Hirst, G., Richter, A. and Shipton, H. (2004) Twelve steps to heaven: successfully managing change through developing innovative teams. European Journal of Work and Organizational Psychology. Vol.13, No.2. 269-299.
97. Woodall, J. (1996) Managing culture change: can it ever be ethical? Personnel Review. Vol.25, No.6. 26-40.
98. Woodman, R.W. (2008) Discourse, metaphor and organizational change: the wine is new, but the bottle is old. British Journal of Management. Vol.19, S33-S37.
99. Woodward, S. and Hendry, C. (2004) Leading and coping with change. Journal of Change Management. Vol.4, No.2. 155-183.
100. Worren, N.A.M., Ruddle, K. and Moore, K. (1999) From organizational development to change management: the emergence of a new profession. The Journal of Applied Behavioral Science. Vol.35, No.3. 273-286.