Books (available at the library):
Changement planifié et développement des organisations. Ed. Roger Tessier and Yvan Tellier. 8 vols. Sillery: Presses de l'Université du Québec, 1990.
Call Number : HD 38 C52 1990 T.1 à T.8
Guide to managing the people side of organizational transitions. Ottawa: Human Resources Policy Branch, Treasury Board Secretariat, 1993.
Call Number: JL 108 G84 1993
Managing change and transition. Boston: Harvard Business School Press, 2003.
Call Number: HD 58.8 M266
Ackerman Anderson, Linda S. The change leader's roadmap : how to navigate your organization's transformation. San Francisco: Jossey-Bass/Pfeiffer, 2001.
Call Number: HD 57.7 A548
Anderson, Dean. Beyond change management : advanced strategies for today's transformational leaders. San Francisco: Jossey-Bass/Pfeiffer, 2001.
Call Number: HD 57.7 A546
Andrews, Dorine C. Business reengineering : the survival guide. Englewood Cliffs: Prentice Hall, Inc., 1994.
Call Number: HD 58.8 A7 1994
Bareil, Céline. Gérer le volet humain du changement. Montréal : Les Éditions Transcontinental, 2004.
Call number: HD 58.8 B248
Barger, Nancy J. and Linda K. Kirby. The Challenge of change in organizations : helping employees thrive in the new frontier. Palo Alto: Davies-Black Publishing, 1995.
Call Number: HD58.8 B369 1995
Beaudoin, Pierre. La gestion du changement. Montréal: Libre expression, 1990.
Call Number: HD 58.8 B36 1990
Beckhard, Richard. Changing the essence : the art of creating and leading fundamental change in organizations. San Francisco: Jossey-Bass Publishers, 1992.
Call Number: HD 58.8 B397 1992
Bridges, William. Managing transitions : making the most of change. Reading: Addison-Wesley Publishing Company, 1991.
Call Number: HD 58.8 B75 1991
De Celles, Pierre. Managing change : going around in circles ... but in the right direction. Ottawa: Canadian Centre for Management Development, 1995.
Call Number: HD 58.8 D278 1995
Duck, Jeanie Daniel. The change monster : the human forces that fuel or foil corporate transformation & change. New York : Three Rivers Press, 2001.
Call number: HD 58.8 D834
Fossym, Lynn B. Understanding organizational change : converting theory to practice. Los Altos: Crisp Publications, 1989.
Call Number: HD58.8 F68 1989
Goss, Sue. Making local government work : networks, relationships and the management of change. New York: Palgrave, 2001.
Call Number: JS 3095 S677
Hammer, Michael. The reengineering revolution : a handbook. New York: Harper Business, 1994.
Call Number: HD 58.8 H355 1994
Harwood, Paul de L. Managing change in the public service : a guide for the perplexed. Ottawa: Task Force on Workforce Adaptiveness, Public Service 2000, 1991.
Call Number: JL 108 H37 1991
Harwood, Paul de L. Guide de la gestion du changement dans la fonction publique : les voies de l'innovation. Ottawa: Groupe de travail sur l'adaptation de la main-d'oeuvre, Fonction publique 2000, 1991.
Call Number: JL 108 H37 1991
Hutton, David W. The change agents' handbook : a survival guide for quality improvement champions. Milwaukee: ASQC Quality Press, 1994.
Call Number: HD 58.8 H88 1994
Jick, Todd D. Managing change : cases & concepts. Boston: McGraw-Hill, 1993.
Call Number: HD 58.8 J61
Johnson, Spencer. Who moved my cheese? : an a-mazing way to deal with change in your work and in your life. New York : Putnam's Sons, 1998.
Call number: BF 637 C4 J64 1998
Jordan, Malcolm. La gestion du changement : échange d'information sur l'excellence en Gestion. Hull: Approvisionnements et services Canada, 1987.
Call Number: HD 58.8 J671987
Jordan, Malcolm. Managing change : best practices exchange. Hull: Supply and Services Canada, 1987.
Call Number: HD 58.8 J67 1987
Kotter, John P. Leading change. Boston: Harvard Business School Press, 1996.
Call Number: HD 48.8 K65 1996
McCarthy, Allan J. The transition equation : a proven strategy for organizational change. New York: Lexington Books, 1995.
Call Number: HD 58.8 M33 1995
Mehta, Vijay. Public governance and the management of change : the evolution of governments and institutions. Ottawa: Policy Studies Institute, 1999.
Call Number: JF 1525 O73 M47 1999
Mills, Daniel Quinn. Rebirth of the corporation. New York: J. Wiley, 1991.
Call Number: 658.16 M657
Ouellet, Claude. Préparer un changement. Montréal: Les Publications CFC, 1993.
Call Number: HD 58.8 O93 1993
Ouellet, Claude. Réaliser un changement : la dimension humaine du changement organisationnel. Montréal: Les Publications CFC, 1996.
Call Number: HD 58.8 O93
Scott, Cynthia D. Managing organizational change : a practical guide for managers. Los Altos: Crisp Publications, 1989.
Call Number: HD 58.8 S39 1989
Scott, Cynthia D. Maîtriser les changements dans l'entreprise : comment prendre en compte le facteur humain : ce que tout cadre doit connaître. Laval: Editions Agence d'Arc ; Noisiel, France : Presses du Management, 1992.
Call Number: HF 5549 A3 [no.49] 1992
Shepherdson, David. Meeting the challenge : managing change in the nineties. Ottawa: Conference Board of Canada, 1994.
Call Number: HC 111 C76 no.130
Stewart, Jim. Managing change through training and development. London: Kogan Page, 1991.
Call Number: HD58.8 .S728 1991
Vaillancourt, Raymond. Le temps de l'incertitude : du changement personnel au changement organisationnel. Saint-Foy : Presses de l'Université du Québec, 2003.
Call number: HD 58.8 V131
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Managing change and transition. Boston: Harvard Business School Press, 2003. Full Text
Adams, W. A., Michael Bowker, and Cindy Adams. The whole systems approach : involving everyone in the company to transform and run your business. Provo: Utah Executive Excellence, 1999. Full Text
Axelrod, Richard H. Terms of engagement : changing the way we change organizations. San Francisco: Berrett Koehler, 2000. Full Text
Baum, David H. Lightning in a bottle : proven lessons for leading change. Chicago: Dearborn, a Kaplan Professional Company, 2000. Full Text
Boast, William M. and Benjamin Martin. Masters of change : how great leaders in every age thrived in turbulent times. Provo: Utah Executive Excellence, 1997. Full Text
Cushman, Donald P. and Sarah Sanderson King. Communicating organizational change : a management perspective. Albany: University of New York Press, 1995. Full Text
Daniel, Teresa A. and Gary S. Metcalf. The management of people after mergers and acquisitions. Westport: Quorum Books, 2001. Full Text
Eckes, George. Making six sigma last : managing the balance between cultural and technological change. New York: John Wiley & Sons, Inc., 2001. Full Text
Fulmer, William E. Shaping the adaptive organization. New York: AMACOM Books, 2000. Full Text
Lee, William W. and Karl J. Krayer. Organizing change : an inclusive, systemic approach to maintain productivity and achieve results. San Francisco: John Wiley & Sons, Inc., 2003. Full Text
Marks, Mitchell Lee. Charging back up the hill : workplace recovery after mergers, acquisitions, and downsizing. San Francisco: John Wiley & Sons, Inc., 2003. Full Text
Nixon, Bruce. Making a difference : strategies and tools for transforming your organization. New York: AMACOM Books, 1998. Full Text
Randall, Julian. Managing change, changing managers. London : Taylor & Francis, 2004. Full Text
Ristino, Robert J. The agile manager's guide to managing change. Bristol: Velocity Business Publishing , 2000. Full Text
Rye, Colin. Change management : the 5-step action kit. London: Kogan Page, 2001. Full Text
Tushman, Michael and Charles A. O'Reilly. Winning through innovation : a practical guide to leading organizational change and renewal. Boston: Harvard Business School Press, 1997. Full Text
Utterback, James M. Mastering the dynamics of innovation. Boston: Harvard Business School Press, 1996. Full Text
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Journal Articles (citations and link to full text in some cases)
Burnes, Bernard. "Kurt Lewin and the planned approach to change: A re-appraisal." Journal of Management Studies 41.6 (2004): 977.
Abstract: The work of Kurt Lewin dominated the theory and practice of change management for over 40 years. However, in the past 20 years, Lewin's approach to change, particularly the 3-Step model, has attracted major criticisms. The key ones are that his work: assumed organizations operate in a stable state; was only suitable for small-scale change projects; ignored organizational power and politics; and was top-down and management-driven. This article seeks to re-appraise Lewin's work and challenge the validity of these views. It begins by describing Lewin's background and beliefs, especially his commitment to resolving social conflict. The article then moves on to examine the main elements of his Planned approach to change: Field Theory; Group Dynamics; Action Research; and the 3-Step model. This is followed by a brief summary of the major developments in the field of organizational change since Lewin's death which, in turn, leads to an examination of the main criticisms levelled at Lewin's work. The article concludes by arguing that rather than being outdated or redundant, Lewin's approach is still relevant to the modern world.
Hartley, Darin E. 1. "OD wired." T+d 58.8 (2004): 20.
Abstract: Organization development includes such activities as career planning, team building, organizational assessments, training, change management, leadership development, human capital management and others, depending on the person or organization defining the term. There are a variety of tools to help organizations with OD. Because OD practices can be diverse and entail a variety of underlying practices, multiple systems and tools can support different aspects of OD work. For example, survey tools enable one to create one's own assessments to answer questions one have about one's organization. Full text
Jimmieson, Nerina L., Katherine M. White, and Megan Peach. "Employee readiness for change: utilizing the theory of planned behavior to inform change management." Academy of Management Proceedings (2004): C1.
Abstract: This article presents a study which proposed that the Theory of Planned Behavior (TPB) provides a useful approach for understanding the process of attitude formation during times of organizational change. This model not only specifies the role of several social influence variables in predicting intentions to engage in specific behaviors, but also can assist in understanding why common change management strategies may lead to positive employee reactions to change. The research examines the TPB in the context of a building relocation for a large local government organization. Relocation is a significant occurrence that impacts on a range of organizational logistics, requiring strategies to manage uncertainty among employees. Results of the study demonstrated general support for the hypotheses, confirming the proposition that the TPB has utility to indicate level of employee support for, or readiness to engage in, activities that support a change initiative. Assessment of employees' intentions to engage in relocation activities does serve as a reliable indicator of what employees will actually do during subsequent implementation of the change, as the robustness of the intention-behavior relationship has been demonstrated in an array of studies assessing the utility of the TPB. Full text
Owen, Godfrey C. "Modernisation in the corridors of power." Industrial & Commercial Training 36.5 (2004): 200.
Abstract: Local authorities are currently undergoing one of the biggest periods of organisational change in their entire history. The drivers are twofold; legislation from central government and a need to be more accountable to their electorate and what is more, the timescale is extremely aggressive. Change is one of the most disruptive processes that any organisation can go through and one of the biggest traps in managing change is underestimating the resistance of the people whom the change affects. Involving people in the planning and implementation process reduces the risk of resistance and offers them a sense of control over the transformation taking place. States recent research conducted with some of the UK's leading County Councils shows that implementing an effective change management strategy can dramatically reduce the time and cost of transition. It will also result in a stronger, more focused and more cohesive organisation.
Skinner, Denise 1. "Evaluation and change management: rhetoric and reality." Human Resource Management Journal 14.3 (2004): 5.
Abstract: Despite its inclusion in prescriptions that are offered for successful change management and the benefits this could bring, it is widely recognised that systematic, planned evaluation of initiatives rarely takes place. On the basis of the findings from qualitative case study research undertaken in the public sector, this article explores both the rhetoric, as represented by the literature, and the reality of evaluation in the context of three change initiatives. What emerges is the importance of informal, personal evaluation which appears both to negate the need and to act as a replacement for systematic planned evaluation for the management group. Equally significant is the evidence of informal evaluations occurring at every level of the organisation that were not recognised by management as important — and which were being neither captured nor shared, other than in a very restricted sense. Consequently, decisions were being made on the basis of an assumed reality that did not necessarily reflect the experience of those affected by the change. Rather than emphasising the need for planned, systematic evaluation processes for change initiatives, it is suggested that inclusion of approaches that facilitate recognition and sharing of perception and experience across group boundaries may be more acceptable and productive. Full text
Balestrcci, Davis. "Handling the human side of change." Quality Progress 36.11 (2003): 38.
Abstract: Focuses on issues related to the management of organizational change. Impact of organizational change on quality assurance professionals; Overview of learning opportunities provided by organizational change; Adjustments suggested in the quality control process; Assessment of ways to overcome resistance to change; Need to make cultural and behavioral changes.
Collins, David. "Guest editor's introduction: re-imagining change." TAMARA: Journal of Critical Postmodern Organization Science 2.4 (2003): receding p1.
Abstract: Presents an introduction to the topic of re-imagining change and an overview of articles in the issue. Caution received by practicing managers about change; Five problems with the accounts of change and organizational change management; Need to rethink the problems and processes of change. Full text
Cunha, Miguel Pina E., and João Vieira Da Cunha. "Organizational improvision and change: two syntheses and a filled gap." Journal of Organizational Change Management 16.2 (2003): 169.
Abstract: Focuses on the management research for organizational improvisation. Taxonomy of an organizational change modes; Emergence of the conception of change; Discussion of the theoretical and empirical treatments of organizational improvisation.
Janice Burn, and Greg Robins. "Moving towards e-government: a case study of organisational change processes." Logistics Information Management 16.1 (2003): 25.
Abstract: Looks at an online strategy project at Legal Aid in Western Australia. Begins with an overview of e-government and the Western Australian Government context, and then discusses the research model and methodology. Gives a background to the case and analyses the change management process against a comprehensive model of business process change. Concludes with some lessons learned and future directions for research in this area.
Nurcan, Selmin, and Colette Rolland. "A multi-method for defining the organizational change." Information & Software Technology 45.2 (2003): 61.
Abstract: The assumption of the work presented in this paper is the situatedness of the change process. The Enterprise Knowledge Development-Change Management Method (EKD-CMM) provides multiple and dynamically constructed ways of working to organize and to guide the change management. The method is built on the notion of labeled graph of intentions and strategies called a road map and the associated guidelines. The EKD-CMM road map is a navigational structure that supports the dynamic selection of the intention to be achieved next and the appropriate strategy to achieve it whereas guidelines help in the operationalization of the selected intention following the selected strategy. This paper presents the EKD-CMM road map and guidelines and exemplifies their use with a real case study.
Tony Proctor, and Ioanna Doukakis. "Change management: the role of internal communication and employee development." Corporate Communications: An International Journal 8.4 (2003): 268.
Abstract: Introducing change into an organisation usually raises resistance from those who have the most to lose because of the introduction of the envisaged change. This article looks at the introduction of change in the management structure produced in a large public organisation. The key to successful introduction of the change was seen to lie in effective communication. The customary cascading down of information from the top of the organisation to the rank and file managers was found to be ineffective when a large-scale structural reorganisation programme was being introduced and this led to a search for more effective ways of communication. The partial answer appeared to lie in providing information from the top directly to all employees through the means of new technology - an intranet and extensive use of e-mail. While this provided a substantial solution to the problem, it still left some questions better answered by management training initiatives.
"Case study: identifying resistance in managing change." Journal of Organizational Change Management 15.2 (2002): 138.
Abstract: Examines stakeholder attitudes about change and resistance to change in a management initiative within the United States State Department. Resistance to implementation strategies in public sector reform; Institutional reform within the State Department; Variables related to resistance; Underlying causes of resistance; Level of resistance; Suggestion that improved identification and understanding of the underlying factors of resistance may improve implementation outcomes.
La Croix, Kevin, Merlin Stone, and Fola Komolafe. "Managing change in the financial services industry." Journal of Change Management 3.1 (2002): 81.
Abstract: This paper describes some of the forces and trends leading to changes in the financial services industry and the problems management has in confronting them. It suggests a methodology.for managers to assess the importance of the trends, and some factors to which senior management should give attention if they are to steer their companies successfully through these changes. Full text
LaClair, Jennifer A., and Ravi P. Rao. "Helping employees embrace change." McKinsey Quarterly (2002): 4p.
Abstract: Focuses on the factors attributing to the success of organizational change in the U.S. Behavior of employees; Methods of initiation by the senior management; Patterns in change-management techniques. Full text
Lloyd, Margaret, and Sheridan Maguire. "The possibility horizon." Journal of Change Management 3.2 (2002): 149.
Abstract: The problem with organisational change is that nothing really changes -- in the final analysis, people are still the same individuals, just faced with yet another set of 'difficult' circumstances. So what is the answer to sustaining organisational success? In future, the critical focus for sustainable organisational success will build on what the organisation knows about itself and its environment, and not on transient structure and detailed processes. The authors believe that the successful organisations of the future will not be managing change but rather facilitating conversations for organisational learning and individual responsibility. This will require a different set of organisational and individual competencies. A 3P model is proposed as a framework within which organisations, teams and individuals can engage in a continuous loop of learning to sustain agility and organisational transformation. This paper focuses mainly on organisational issues. Full text
McNish, Mark. "Guidelines for managing change: A study of their effects on the implementation of new information technology projects in organisations." Journal of Change Management 2.3 (2002): 201.
Abstract: Presents a study regarding effect of change management guidelines on the implementation of information technology projects in organizations. Methodology used in the study; Review of approaches to managing change; Discussion of change management guidelines. Full text
Mento, Anthony J., Raymond M. Jones, and Walter Dirndorfer. "A change management process: grounded in both theory and practice." Journal of Change Management 3.1 (2002): 45.
Abstract: There exists in the literature a number of change models to guide and instruct the implementation of major change in organisations. Three of the most well known are Kotter's strategic eight-step model for transforming organisations, Jick's tactical ten-step model for implementing change, and General Electric (GE)'s seven-step change acceleration process model. This paper introduces a framework that draws from these three theoretical models but is also grounded in the reality of the change process at a Fortune 500 defence industry firm. The purpose of the paper is to provide guidance to the practitioner leading an organisational change process. This guidance is grounded in both theory and practice'. The guidance' is further enriched by the demonstrated use of such methodologies as mind mapping, lessons learned, storytelling and metaphors. Full text
Pietersen, Willie. "The Mark Twain dilemma: the theory and practice of change leadership." Journal of Business Strategy 23.5 (2002): 32.
Abstract: Discusses the theory and practice of change leadership in the U.S. Illustration of the life of a business by sigmoid curve; Comparison of the support for change and probability of success; Advantages of high profits on the shareholders. Full text
Sauser Jr., William I., and Lane D. Sauser. "Changing the way we manage change." SAM Advanced Management Journal (1984) 67.4 (2002): 34.
Abstract: Discusses key assertions regarding organizational change. Characteristics of most successful organizations; Forces for change in the competitive environment; Importance to manage change as a continuing process; Adoption of the philosophy of continuous organizational change; Development of a new breed of managers. Full text
"The psychodynamics of organizational change management: an overview." Journal of Organizational Change Management 14.5 (2001): 415.
Abstract: Discusses the notion of the unconscious and contextualizes it as part of the larger psychodynamics relevant to the process of managing change. Introduction of other papers in this issue.
Axelrod, Richard H. "Why change management needs changing." Reflections 2.3 (2001): 46.
Abstract: Presents an article about the notion of organizational change. History of organizational change; Components of the parallel organization; Flaws of change management; Organizational principles proposed. Full text
Levasseur, Robert E. "People skills: change management tools--Lewin's change model." Interfaces 35.4 (2001): 71.
Abstract: Emphasizes changes on management tools for organizational development (OD). Considerations on using Kurt Lewin's change model for OD; Highlights on steps of Lewin's change model; Concerns on examining applications on real-world situations. Full text
Mabin, Victoria J., Steve Forgeson, and Lawrence Green. "Harnessing resistance: using the theory of constraints to assist change management." Journal of European Industrial Training 25.2-4 (2001): 168.
Abstract: Re-examines traditional views on change management, in particular the resistance to change, and to suggest alternative views and a practical approach for better managing change. The literature on change management contains numerous prerequisites for successful change, with a predominantly negative view on the issue of resistance to change. Some authors have argued for the positive utility of resistance, but have lamented a lack of management theories which support this view. Describes a management methodology called the theory of constraints (TOC) which views resistance as a necessary and positive force, and we demonstrate how it was applied in a case study involving a bank merger. Reviews how TOC handles the various types of resistance identified in the change management literature, and posit that the TOC framework helps lead and manage change by providing practical guidance on, inter alia, situational assessment, assumption surfacing, conflict resolution, planning and implementation of successful change.
Pitt, Leyland, Maria Murgolo-Poore, and Stephen Dix. "Changing change management: the intranet as catalyst." Journal of Change Management 2.2 (2001): 106.
Abstract: Considers the role of the corporate intranet as a catalyst or corporate change agent. Description of the corporate intranet; Success stories of intranets as catalysts; Details of a project designed to measure the impact of the intranet as a catalyst; Implications for managers and researchers. Full text
"Managing change and organizational development." Journal of Management Development 19.5 (2000): 396.
Abstract: Discusses ways to manage change and organizational development. Ways to view the concept of culture; Factors that influence organizational development; Components of an organizational change; Problems associated with organizational development. Full text
Farias, Gerard. "Organizational development and change management." Journal of Applied Behavioral Science 36.3 (2000): 376.
Abstract: Offers a critique of an article in 'The Journal of Applied Behavioral Science,' regarding a proposed change management that had emerged from the practices of large consulting firms. Opinion that it has misrepresented the scope and definition of organizational development; Suggestion that organizational development professionals adopted the perspective on organizational change before consulting firms.
Force, Marie Sullivan. "Managing change." Government Accountants Journal 49.2 (2000): 4.
Abstract: Deals with the issues of change management and resistance to change. Fiona Stuart Wilson's five essential laws of change management; Benefits of resistance to change; Analysis of the factors of change.
Mclvor, Ronan, and Marie McHugh. "Partnership sourcing: an organization change management perspective." Journal of Supply Chain Management: A Global Review of Purchasing & Supply 36.3 (2000): 12.
Abstract: Examines organization change implications of partnership sourcing. Dimensions of collaborative relations; Role of senior managers as facilitator of organizational changes; Importance of delivery and logistics management; Function of purchasing professional in supporting the core competency strategy used by an organization.
Buchanan, Dave, Tim Claydon, and Mike Doyle. "Organisation development and change: the legacy of the nineties." Human Resource Management Journal 9.2 (1999): 20.
Abstract: In this research article, the results of a survey, conducted in mid-1997, of management attitudes concerning organization development and change are reported. Change management is perceived as important, but the evaluation of change is often lacking, and many managers report cynicism, information overload and initiative fatigue among employees. Participative change strategies are widely endorsed, but managers report that human factors are poorly handled. It is widely appreciated that change is stressful, but few respondents felt their organizations had effective stress management mechanisms. The role of the change agent is regarded as central, but this role seem to lack definition, understanding, recognition, support and reward.
Carlberg, Douglas F. "Shifting gears at Harris corporation: managing change in the fast lane." Journal for Quality & Participation 22.3 (1999): 34.
Abstract: Discusses the importance of competence in quickly making effective changes in a business. Processes that will facilitate significant, sustainable improvements; Information on the Harris Corporation's Microwave Communications Division; Discussion on team-based management; Impact of quick response manufacturing. Full text
Ettorre, Barbara. "Change management." Management review 88.5 (1999): 8.
Abstract: Discusses the difficulties a manager faces due to a change in his management. Requirements in spearheading change; Managers as instruments of change; Benefits of changing the management; Tips on how to change management. Full text
Parkinson, Steven, Rodney McAdam, and Joan Henderson. "Organizational change evaluation: towards a more subjective approach." Journal of General Management 25.2 (1999): 59.
Abstract: This research article seeks to develop a change management evaluation model by achieving several objectives. These are a critical of the literature on change management evaluation, the establishment of an valuative framework for critiquing change management evaluation models, a comparative study of widely used change management evaluation models against the valuative framework, the identification of deficiencies in the existing models for change management evaluation, the postulation of a business improvement change matrix as a means of describing the relationship between business improvement and the external environment, and the development of a new model which comprehensively evaluates the impact of change management programs and which will allow managers and organizations to be proactive in building strategic advance.
Regina Eisenbach,Kathleen Watson and Rajnandini Pillai, et al. "Transformational leadership in the context of organizational change." Journal of Organizational Change Management 12.2 (1999): 80.
Abstract: The importance of leadership to the change management process is underscored by the fact that change, by definition, requires creating a new system and then institutionalizing the new approaches. While change management depends on leadership to be enacted, to date there has been little integration of these two bodies of literature. Thus, the purpose of this article is to draw parallels between the change literature and the leadership literature; specifically, the transformational leadership litera ture that is primarily concerned with the capabilities required to enact change successfully. This is done by describing areas of convergence between the two literatures that point to the appropriateness of transformational leadership in enacting change. Finally, the papers in the special issue are previewed by identifying their underlying themes. Full text
Smith, Martin E., and Pierre Mourier. "Implementation: key to organizational change." Strategy & Leadership 27.6 (1999): 37.
Abstract: Large-scale change efforts are most likely to fail during the implementation phase. Implementation refers to the activities that take a design and make it operational. This article describes ten planning and management practices to prevent failures and, second, ten tactics for reviving stalled implementation efforts. Full text
Todd, Ann. "Managing radical change." Long range planning 32.2 (1999): 237.
Abstract: The article is a manager's guide to radical change programmes and explains why change is often so difficult to manage successfully. Based on practical experience and supported by relevant theory, it provides a definition of types of change projects and a conceptual framework for managing change before discussing in some detail the barriers to change. The article pays particular attention to the politics and emotions surrounding change. it also provides a discussion of the various ways of resourcing change projects.
Flower, Joe. "The 13 errors." Physician executive 24.6 (1998): 52.
Abstract: Discusses the common errors as to why most organizations fail in their efforts to manage change. Absence of a winning strategy; Failure to make a compelling and urgent case for change; Failure to distinguish between decision-driven and behavior-dependent change; Over-reliance on structure and systems to change behavior; Lack of skills and resources; Failure to experiment. Full text
Hailey, Veronica Hope. "Transforming your organisation through people management." Credit Control 19.8 (1998): 25.
Abstract: Discusses strategies to help companies deal with changes in the corporate structure. Causes of change in corporations; Achievement of people management capability in support of corporate renewal; Different ways of changing an organization; Management of change through good practice; Short-term change initiatives that focus on reducing costs and changing set working practices. Full text
Mukherji, Anada, and Jyotsna Mukherji. "Structuring organizations for the future: analyzing and managing change." Management Decision 36.3/4 (1998): 265.
Abstract: Examines the structure of organizations and the role of organizational development (OD) in business management. Methods which can be used to prepare businesses for future changes; Assessment of the role of OD; Factors which influence the success of businesses; Details on changes being made to the population demands. Full text
"Making change the culture -- the national initiative in change management." Management Services 41.10 (1997): 38.
Abstract: Modern organizations are faced with problems in change management. Elements of Change Ltd., a chapter of the organization, National Initiative in Change Management was published with a view to design and implement business development programmes to address needs of everyone in the organization involved in corporate change. It complements the Diploma in Business Analysis designed for change professionals who fulfill the role of internal consultants in the modern organization. The courseware ensures that competency in dealing with resistance to change is thoroughly inculcated among executives and change management professionals. The primary aim was to produce an effective strategic management solution for implementing change in the organization, backed with congruent business skills at all levels. The Change Initiative is an essential complement to the structured development of technical skills in delineating change management effectively.
"Managing and sustaining radical change." Management Services 41.6 (1997): 3.
Abstract: Change management on this scale is a bit like building a jigsaw, as per Robin Cammish, MD of Panorama Business Systems and former senior vice president of SmithKline Beecham corp. Research shows that the pace of change in business today, is accelerating at an amazing rate and on a universal basis across the globe. Yet, it is one of the most neglected areas of management, as it involves one of the most unpredictable factors of business evolution - people. Managing and sustaining radical change - a new 300 page study of best practice and methods for managing the human dimension of major business projects is written by independent researchers Carol Kennedy & David Harvey and is published by specialist publisher Business Intelligence. The report reveals the techniques, processes and approaches that separate the winners from the losers in the change game. It offers international case studies and prescriptions based on actual, successful experience for planning and implementing a sustainable, committed programme of organisational change. Written with the practitioner in mind, the report even includes a practical change management framework which can be implemented by the reader.
Finnie, Bill, and Marilyn Norris. "On leading change: A conversation with john P. kotter." Strategy & Leadership 25.1 (1997): 18.
Abstract: Presents an interview with John P. Kotter on leading change in organizations. Leading change versus managing change; Steps for change in Kotter's book `Leading Change,'; Kotter's advice to business leaders; Ways of improving the quality of management process; Need for balance of management and leadership. INSET: John Kotter's action plan for change.
Graen, and George Hui. "Managing changes in globalizing business: how to manage cross-cultural business partners." Journal of Organizational Change Management 9.3 (1996): 62.
Abstract: Asian management systems, led by the so-called lean production system invented by Toyota and refined by Japanese companies are being transplanted to North America with mixed success. A necessary but not sufficient condition for a successful transplant across vastly different cultures, such as from east to west, is the development over time of a third culture which is compatible with both of the original cultures, but transcends them to produce a unique venture culture. Discusses how business partnerships can begin to build such third cultures. Full text
Koonce, Richard. "The human face of change." Training & Development 50.1 (1996): 23.
Abstract: Examines the importance of personnel management in organizational change. Challenges of restructuring; Approaches to managing change; Use of change models. Full text
Trahant, Bill, and W. Warner Burke. "Traveling through transitions." Training & Development 50.2 (1996): 37.
Abstract: Presents a survey for assessing an organization's readiness for change. Growing pressure on human resource professionals to be managers of change; Importance of taking a close look at the organization and its interrelationships; Case in point; Vision issues; Keys to success; Harmony and strategic intent. Full text
Tushman, Micheal L., and Charles A. O'Reilly III. "Ambidextrous organizations: managing evolutionary and revolutionary change." California management review 38.4 (1996): 8.
Abstract: The article discusses the need for organisations to be flexible and adaptive in this changing environment in order to survive and be successful. To remain successful in today's world, managers and organisations must be ambidextrous and able to implement both incremental and revolutionary change. This is a world of evolutionary change and the managers and the organisations must constantly increase the fit or alignment of strategy, structure and culture. Ambidextrous organisations are needed if the success paradox is to be overcome. Successful companies learn what works well and incorporate this into their operation. To succeed in the long haul the organisations have to periodically reorient themselves by adapting new strategies and structures that are necessary to accommodate changing environmental conditions. With the evolutionary change managers are able to incrementally alter their organisations, the overall system adapts the new culture and skill with as much effectiveness as it can. It is imperative for the organisation to continuously seek growth and mould themselves with the times to survive and grow. Full text
Herbert, Evan. "Change managers see more pain, downsizing." Research Technology Management 38.3 (1995): 8.
Abstract: Discusses the impact of corporate reorganization on employees. Strategic planning; Change management; Change as a form of job insurance; Emphasis on managing for shareholder value; Employees' resiliency to organizational change; Technology-driven change; Commitment to change; Making strategies happen; Performance improvement. Full text
Recardo, Ronald, and Kathleen Molloy. "How the learning organization manages change." National Productivity Review 15.1 (1995): 7.
Abstract: Focuses on managing change in the learning organization. Understanding of the external environment; Creation and communication with a vision that espouses the values of a learning organization; Alignment and integration of the organization's architecture to closely support the strategy; Cultural concerns.
Romano, Catherine. "Managing change, diversity and emotions." Management review 84.7 (1995): 6.
Abstract: Reports on the increased business transformation in American companies, according to a 1994 study conducted by the American Management Association (AMA) and Deloitte & Touche LLP. Programs implemented by companies to change their ways of doing business; Comments from Molly Anderson, leader of Deloitte & Touche LLP's change management practice; Management of the cultural diversity of the labor pool. Full text
Smith, Vince C., and Amrik S. Sohal. "Successful strategies for managing change." International Journal of Manpower 16.5 (1995): 22.
Abstract: describes how change was implemented successfully in a large public transit system in Australia using a combination of general management and human resource management strategies. Background; Initial steps in the change process; Strategies for change; Best industry practice. Full text
Jeanne Almaraz. "Quality management and the process of change." Journal of Organizational Change Management 7.2 (1994): 06.
Abstract: The implementation of quality programmes often leads to major change within an organization. However, the nature and causes of such change are not yet understood. There is need for much more research to help determine how to implement and manage major change. Traces the development and evolution of the quality management paradigm, including the resistance of the academic community to it. This evolution was not typical of a traditional organizational research issue in two ways. First, quality programme research occurred outside areas familiar to the organizational behaviour researcher. Second, pressure was exerted by the business community to influence the business school curricula to include quality management. Research on quality management was inhibited by the major paradigmatic shift required within organizations to implement quality programmes. Lack of commonly understood definitions of quality programmes has hindered research by organizational behaviour researchers. However, by relating, even redefining, quality management as a form of organizational change, seeks to encourage organizational behaviour professionals to add their own research to this exciting field. Three subject areas, addressed in five articles in this issue, serve as examples. They include quality as a strategic choice, the team concept, and implementation of quality programmes. Full text
Raduchel, William J. "Managing change in the information age." Research Technology Management 37.4 (1994): 36.
Abstract: Studies Sun Microsystems Inc.'s management style in the face of rapid change. Sun Microsystems' survival in the change-oriented workstation industry; Key components of managing for and by change; Electronic mail; Architect-and-distribute management philosophy; Incentive compensation; Trust. Full text
Boddy, David. "Managing change in changing times." Management Services 37.10 (1993): 22.
Abstract: This article focuses on a survey on the experience of managers who were responsible for introducing major organizational or technical changes into their respective business. The survey attracted 114 responses. Those completing the questionnaire were asked to respond to statements about the characteristics of the projects they were working on. The survey respondents were not describing routine adjustments, but major changes in the way their organizations work. Such distinctions are neither objective nor fixed. People will see the same project differently, and views will change as the project proceeds. The ideas which follow are thus based on the experience of managers who were, in the main, dealing with changes which were important to the core of the business, and which required the design and implementation of relatively novel solutions. Seventy eight percent of the survey respondents agreed that their project would have repercussions around the organization, and 55 percent agreed that success would depend heavily on consequential changes being made elsewhere. However, 22 and 45 percent respectively did not agree.
Duck, Jeanie Daniel. "Managing change: the art of balancing." Harvard business review 71.6 (1993): 109.
Abstract: Discusses an approach to managing organizational change. Determination of the connection and balancing all aspects of the change effort; Balancing a mobile as an analogy to managing change; Creation of an organizational context in which change can occur; Utilization of the Transition Management Team (TMT); More. Full text
Guptara, Prabhu S. 1.,2. "Improving our ability to manage change." Industrial & Commercial Training 25.4 (1993): 3.
Abstract: The article focuses on managing change in an organization. The managers do not generally have the power to make the large organizational changes which are necessary. And managers often say that, if they had the power, they would make changes different to the ones which senior executives are currently trying to put into place. It might, therefore, be thought that chief executives have fewer constraints. They do but only when it comes to making certain sorts of changes. There is, indeed, a technology of change management, due to lack of knowledge of which people are not as efficient and effective as they might be at enabling internally-related changes to happen. Effective change leaders understand the power of symbols and set about developing the judgment to identify the right symbolic changes for their particular situation and culture. There are four basic questions that everyone wishing to bring about qualitative change can and must ask. First, from what do we need to change? Second, why do we need to change? Third, in what ways do we need to change or, to what do we need to change? And finally, agreement is needed about the question of how we are going to make the change. Full text
Heiss, Arleen M. "Quality as change management." Public Manager 22.3 (1993): 57.
Abstract: Focuses on the concept of quality as change management. Factors affecting quality management; Development of a framework for change; Resistance to change; Leadership in change management.
Peak, Martha H. "Managing for radical change." Management review 82.2 (1993): 22.
Abstract: Discusses the issue of management for racial change, the subject of the Third Annual Global Conference on Management Innovation, sponsored by the American Management Association/International in coordination with the Japan Management Association. Benchmarking; Total quality management; Competition; Globalization's impact on the way business is conducted; Running a global company. Full text
Gambrell, Steven W., and Craig A. Stevens. "Moving through the three phases of organizational change." Industrial Management 34.4 (1992): 4.
Abstract: Focuses on the phases of organizational change in the U.S. Discussion of change management; Introduction of the dedicated total quality management; Comment of John Kane, director of the Bureau of Census, on the organizational change. Full text
Groggins, Brian 1., and Ian 2. Millar. "Change--an all employee programme." Industrial & Commercial Training 24.1 (1992): 8.
Abstract: Change is inevitable. Most companies have difficulty in continuously changing, or in changing at a fast enough pace to keep up with the competition. During the change process some basic rules must be acknowledged. For Carr Hill Plant the change process had to be compatible with the strategy of meeting the manufacturing deliverables of quality, delivery and cost while supporting the corporate goal of total customer satisfaction. The management of change is a much more challenging and multi-faceted process than most companies realise. It can however be facilitated by involving people. Employee involvement directed towards motivating and empowering all employees in supporting the business strategies is a major cultural change agent. Employee involvement is also a key factor in establishing the Total Quality Management process. Carr Hill organized a training programme for employees to enhance the brain power in order to be able to anticipate, introduce and manage change, to enhance thinking skills, to discover the factors that contribute towards an effective team, to a team's composition, how they develop and how they communicate. Full text
Whipp, Richard 1., and Andrew 2. Pettigrew. "Managing change for competitive success: bridging the strategic and the operational." Industrial & Corporate Change 1.1 (1992): 205.
Abstract: The enforced restructuring of firms and whole industries has produced a deluge of published opinions on managing change. Unfortunately, these outpourings have often muddied rather than clarified the issue of how to link strategic and operational change. At the same time, most writers in this area have not related this particular managerial capacity to competitive performance. The purpose of this paper is to remedy these two omissions by suggesting how the strategic and the operational can be bridged. In reporting on the results of our research elsewhere we have only alluded to the problem linking strategic and operational change; the subject is given the separate treatment it deserves in both conceptual and practical terms.
Burke, W. Warner, et al. "Managers get a 'C' in managing change." Training & Development 45.5 (1991): 87.
Abstract: Discusses the use of the Managing Change instrument to measure managers' knowledge of organizational change. Fundamental aspects of change; Knowledge of the change process; Planning organizational change. Full text
Walsh, Tony. "Managing change effectively." Employee Relations 13.3 (1991): 5.
Abstract: Recommends strategies for effectively facilitating change in businesses. Planning of the change scenario; Imperatives for organizations to introduce and manage change; Recognition of the various roles in devising and securing full commitment to the program of change. Full text
Lawrie, John. "The ABCs of change management." Training & Development Journal 44.3 (1990): 87.
Abstract: Discusses the ins and outs of effectively managing organizational changes. Roots and results of bad organizational changes; Application of principles and effective change management strategies; Implications on occupational training and manpower development. Full text
Terez, Tom. "A manager's guidelines for implementing successful operational changes." Industrial Management 32.4 (1990): 18.
Abstract: Provides guidelines for implementation of change-management by operations managers. Analysis of the operations in every department; Explanation of the details of changes to the employees; Significance of positive reinforcement in change-management process. Full text
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Full Text Journals
Journal of Change Management (2001-)
Journal of Organizational Change Management (1988-2000)
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Web Sites:
Change management resource library. Prosci.<URL>.
Nauheimer, Holger. Change management.<URL>.
Nickols, Fred. Change management : a primer. February 4th 2004.<URL>.
Change mananagement articles. The Business Publication Search Engine. 2003. <URL>.
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