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This area of the site is continually being developed by the IoCM team, the institute’s membership and leading academics from across a range of business disciplines.

Resources soon to be available include:

  • Access to the latest thinking and research from respected, academics and researchers actively working in the field of change management
  • Commentary and opinion pieces on issues affecting the profession today
  • Latest industry news
  • Research output and analysis
  • Useful websites
  • Articles, case studies and recommended reading

Please check back regularly for new additions and if you have articles, case studies or suggestions for resources to share with the IoCM community, do contact us.

New additions include case studies and tool kits and a 'Books' section giving reviews on essential reading for change management professionals.



Join the IoCM Linked In Group PDF Print E-mail
Wednesday, 16 November 2011 14:34

The IoCM has a new LinkedIn group. Join our group called 'Institute of Change Management (IoCM)' for the change management hot topic for November.

It is an invitation only group and is dedicated to the latest in change management techniques and developments.  We hope to create a thriving community of practitioners willing to share their insight.

Every month a new hot topic will be posted so join in the discussion.

Last Updated on Wednesday, 16 November 2011 15:49
 
A Guide to Change Management/Managing Change and Organisational Change Textbooks and Readers PDF Print E-mail
Wednesday, 16 November 2011 14:01

Many university textbooks and readers now inform the study of change management. The following is a small selection of the books that are available.

 

Balogun, J. and Hope Hailey, V. (2008) Exploring Strategic Change. 3rd Edition, Harlow: FT Prentice Hall.  

 

As the title suggests this textbook adopts a strategic perspective towards change and one of its strengths is the use of strategic level case studies.  This textbook is linked to the best selling – Exploring Corporate Strategy.     

 

Burke, W.W. (2011) Organization Change: Theory and Practice. 3rd

Edition, Thousand Oaks:  Sage Publications Inc.  

 

Burke’s experiences as a successful consultant as well as an academic inform this textbook.   The textbook written primarily for an American audience informs the development of both change theory and change practice.        

 

Burke, W.W., Lake, D.G. and Paine, J.W. (eds) (2009) Organization change: a comprehensive reader.  San Francisco: Jossey Bass.      

 

This reader is an evolution of a classic book The Planning of Change. The focus is now more upon planned organizational change. The book includes 75 articles and runs to 998 pages. 

 

Burnes, B. (2009) Managing Change. 5th Edition, Harlow: FT Prentice Hall.   

 

This was one of the first university change management textbooks to appear and is now in its fifth edition.  The textbook is particularly strong on strategy and how history informs our understanding of theories.   

 

Carnall, C. (2007) Managing Change in Organizations. 5th Edition, Harlow, FT Prentice Hall.    

 

Alongside Burnes, this was one of the earliest university change management textbooks to appear. Whilst, the textbook takes a strategic approach the human side of change is also effectively addressed.    

 

Grieves, J. (2010) Organizational Change: Themes and Issues. Oxford: Oxford University Press.   

 

This new textbook written specifically for post experience students provides confident and informative coverage of a breadth of social science debates. 

 

Hayes, J. (2010) The Theory and Practice of Change Management. 3rd Edition, Houndmills: Palgrave Macmillan. 

 

This effectively organised and presented textbook is very accessible.  Hayes provides very good coverage of the human side of change.   The textbook also benefits from its breadth of coverage.       

 

Hughes, M. (2010) Managing Change: A Critical Perspective. 2nd Edition, London: CIPD Publishing. 

 

The critical perspective subtitle reflects a desire to challenge the myths and assumptions that hamper our understanding of change management.   The textbook is particularly concerned with change agency and encouraging humanistic approaches towards processes of changing.              

 

Senior, B. and Swailes, S. (2010) Organizational Change. 4th Edition, Harlow: FT Prentice Hall.   

 

This popular textbook balances the theory and practice of managing organizational change. Barbara Senior’s background as a Chartered Occupational Psychologist ensures effective coverage of change debates occurring at very different levels.               

 

Paton, R.A. and McCalman, J. (2008) Change Management: A Guide to Effective Implementation. 3rd Edition, London: Sage Publications Ltd.  

 

This textbook whilst be grounded in relevant theory is also popular with managers because of its applied coverage.  It is effectively laid out and offers a very interesting and accessible read.       

 

Price, D. (ed) (2009) The Principles and Practice of Change.  Published in Association with the Open University, Houndmills: Palgrave Macmillan.         

 

This reader draws together a collection of both classic and contemporary writings on change with chapters organised into themed sections such as types of change, managing change, resisting change and leading change.  The final ingredient in this reader is an eclectic inventory of fifteen tools and techniques, which may be used during the processes of planning, implementing and evaluating change.          

 

 

 

 
Ten Classic Change Management Papers PDF Print E-mail
Wednesday, 16 November 2011 13:48

 

      

1.       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.   

 

2.      Beer, M. and Nohria, N. (2000) Cracking the code of change. Harvard Business Review. Vol.78, Issue.3. 133-141.     

   

3.      Burnes, B. (2004) Kurt Lewin and the planned approach to change: a re- appraisal, Journal of Management Studies. Vol.41, No.6. 977-1002.             

 

4.      Caldwell, R. (2003) Models of change agency: a fourfold classification. British Journal of Management. Vol.14. 131-142.  

 

5.      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.      

 

6.      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.   

 

7.      Hardy, C. (1996) Understanding power: bringing about strategic change.  British Journal of Management. Vol.7 (special issue), S3-S16.      

   

8.     Johnson, G. (1992) Managing strategic change – strategy, culture and action. Long Range Planning. Vol.25, No.1. 28-36.     

 

9.      Kotter, J.P and Schlesinger, L.A (1979) Choosing strategies for change. Harvard Business Review. Vol.57, No.2. 106-114.           

         

10.  Woodall, J. (1996) Managing culture change: can it ever be ethical? Personnel Review. Vol.25, No.6. 26-40.      

 

 

 
An A-Z of 100 Classic Change Management Journal Papers PDF Print E-mail
Wednesday, 16 November 2011 13:07

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.   

 

 

 

 

 
A-Z of 100 Books Informing the Theory and Practice of Change Management PDF Print E-mail
Wednesday, 16 November 2011 12:57

The following listing draws together famous and infamous, well known and not so well, old and new books which have informed the theory and practice of change management.  The expectation is that there will be some reassuring choices and some surprises.  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) Change without pain: how managers can overcome initiative overload, organizational chaos, and employee burnout. Boston: University Business School Press.

 

2. Alvesson, M. and Sveningsson, S. (2008) Changing organizational culture: cultural change work in progress. Abingdon: Routledge.

 

3. Ansoff, H.I. (1965) Corporate strategy. New York: McGraw Hill.  

 

4. Argyris, C. (1999) On organizational learning. Oxford: Blackwell Business.   

 

5. Argyris, C. and Jackson, B. (2001) Management gurus and management fashions. London: Routledge. 

 

6. Argyris, C. and Schon, D. (1978) Organizational learning: a theory of action perspective. Reading MA: Addison-Wesley.            

 

7. Bass, B.M. and Avolio, B.J. (1994) Improving organisational effectiveness through transformational leadership. Thousand Oaks, California: Sage Publications Inc.             

 

8. Beckhard, R. and Pritchard, W. (1992) Changing the essence: the art of creating and leading fundamental change in organizations. San Francisco: Jossey Bass.    

 

9. Beer, M. (1980) Organization change and development: a systems view. Dallas: Scott Foresman.

 

10. Beer, M. and Nohria, N. (eds) (2000) Breaking the code of change. Boston: Harvard Business School Press.        

 

11. Beer, M., Eisenstat, R.A. and Spector, B. (1990) The critical path to corporate renewal.  Boston: Harvard Business School Press.   

 

12. Blauner, R. (1964) Alienation and freedom. Chicago: Chicago University Press. 

 

13. Bridges, W. (1995) Managing transitions: making the most of change. London: Nicholas Brearly Publishing.            

 

14. Buchanan, D. and Badham, R. (2008) Power, politics and organizational change: winning the turf game. 2nd ed. London: Sage Publications Ltd. 

 

15. Burns, J.M. (1978) Leadership. New York: Harper Row.   

 

16. Burns, T. and Stalker, G.M. (1961) The management of innovation. London: Tavistock Publications.      

 

17. Caldwell, R. (2006) Agency and change. Abingdon: Routledge.   

 

18. Chandler, A.D. (1962) Strategy and structure. Cambridge, MA: MIT Press.  

 

19. Clark, T. and Fincham, R. (eds) (2002) Critical consulting: new perspectives on the management advice industry. Oxford: Blackwell Publishers.    

 

20. Cockburn, C. (1991) In the way of women: men’s resistance to sex equality in organizations.  London: Macmillan.   

 

21.  Coghlan, D. and Rashford, N.S. (2006) Organizational change and strategy: an interlevel dynamics approach. London: Routledge.     

 

22. Collins, D. (1998) Organizational change: sociological perspectives. London: Routledge.     

 

23. Collins, D. (2000) Management fads and buzzwords: critical-practical perspectives.  London: Routledge.           

 

24. Conner, D.R. (1998) Managing at the speed of change. Chichester: John Wiley and Sons.     

 

25.  Cooperrider, D.L. and Whitney, D. (2005) Appreciative inquiry: a positive revolution in change. San Francisco: Berrett Koehler Publishers Inc.    

 

26. Covey, S.R. (1992) The seven habits of highly effective people: powerful lessons in personal change.  London: Simon and Schuster. 

 

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Last Updated on Wednesday, 16 November 2011 12:59