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Organization change: theory and practice
0 references·16 citing·55 second hopsampled
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World Cafe and Appreciative Inquiry as research methods (2009)Positive Psychology in the Workplace (2009)What is Resistance to Change? A Habitus-Oriented Approach (2017)Field Theory in Social Science (1953)Leadership in Organizations (1981)Leadership Styles as Predictors of Self‐reported and Observed Workplace Bullying (2009)Leading change: why transformation efforts fail (2009)Reflections: Ethics and Organizational Change – Time for a Return to Lewinian Values (2009)Not Even Trying to Change the World: Why Do Elite Management Journals Ignore the Major Problems Facing Humanity? (2021)Organizational culture and leadership (1993)We have never been modern (1994)Sensemaking in Organizations (1996)Systematic Biases and Culture in Project Failures (2008)Risk perceptions and approaches in multi-organizations: A research review 2000–2012 (2013)Project change stakeholder communication (2016)Self-efficacy: Toward a unifying theory of behavioral change. 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(2000)Strategic capabilities, competitive strategy, and performance among retailers in Argentina, Peru and the United States (2011)Effects of intellectual capital on innovative performance (2015)The Architecture of Dynamic Capability Research Identifying the Building Blocks of a Configurational Approach (2016)Social Capital in the Creation of Human Capital (1988)Principles and Practice of Structural Equation Modeling (2012)IMPACT OF WORK ENGAGEMENT ON TURNOVER INTENTION: MODERATION BY PSYCHOLOGICAL CAPITAL IN INDIA (2017)The effects of perceived authentic leadership and core self-evaluations on organizational citizenship behavior (2017)Positive Practices in the Workplace: Impact on Team Climate, Work Engagement, and Task Performance (2018)Principles and Practice of Structural Equation Modeling (1998)The Effect of Transformational Leadership on Employees During Organizational Change – An Empirical Analysis (2018)Change and Innovation in Healthcare: Findings from Literature (2021)Change Management: From Theory to Practice (2022)
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  • 2009Creative Search and Strategic Sense‐making: Missing Dimensions in the Concept of Dynamic Capabilities203 cited
  • 2015Implementing Change in Public Organizations: The relationship between leadership and affective commitment to change in a public sector context196 cited
  • 2005Perceptions of Organisational Subculture and their Significance for Organisational Commitment179 cited
  • 2017How Does Authentic Leadership Influence Planned Organizational Change? The Role of Employees’ Perceptions: Integration of Theory of Planned Behavior and Lewin's Three Step Model168 cited
  • 2014Organizational Reintegration and Trust Repair after an Integrity Violation: A Case Study147 cited
  • 2007Managing project culture: The case of Environ Megaproject146 cited
  • 2007Appreciative inquiry as a mode of action research for community psychology141 cited
  • 2016Enhancing work engagement131 cited
  • 2007Kurt Lewin and the Harwood Studies118 cited
  • 2008Toward a Theory of Change Readiness114 cited
  • 2010A Knowledge Framework Underlying Process Management*111 cited
  • 2013Creativity and Human Resource Development110 cited
  • 2015Change Leadership and Public Sector Organizational Change107 cited
  • 2015Turnover intention: the effects of core self-evaluations, proactive personality, perceived organizational support, developmental feedback, and job complexity

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100 cited
  • 2006The Climate for Service93 cited
  • 2014Employee creativity: the effects of perceived learning culture, leader–member exchange quality, job autonomy, and proactivity91 cited