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Cited by

• 1998The performance paradox342 cited
• 2011Do 70 Per Cent of All Organizational Change Initiatives Really Fail?268 cited
• 2004Customer value, overall satisfaction, end-user loyalty, and market performance in detail intensive industries259 cited
• 2014Key determinants of passenger loyalty in the low-cost airline business237 cited
• 2010Linking Change Drivers and the Organizational Change Process: A Review and Synthesis218 cited
• 2015Strategy implementation: What is the failure rate?192 cited
• 1999When success turns into failure: a package-driven business process re-engineering project in the financial services industry154 cited
• 2010Detecting Supply Chain Innovation Potential for Sustainable Development153 cited
• 2003Successful predictors of business process reengineering (BPR) in financial services132 cited
• 2000A systemic view of organisational change and TQM113 cited
• 1999From business reengineering to business process change management: a longitudinal study of trends and practices113 cited
• 2001A survey of business process reengineering practices in Singapore106 cited
• 2005An Integrative Framework for Measuring the Extent to which Organizational Variables Influence the Success of Process Improvement Programmes102 cited