SZodixStudyAcademic Library
ShelvesOpen access
Study · an open academic library·Metadata from OpenAlex (CC0)·Shelves·OpenAlex metadata, de-duplicated
Modelling individual transition in the context of organisational transformation
16 references·2 citing·33 second hop
Modelling individual transition in the context of organisational transformation (1999)Modelling individual transition in the co…Understanding Radical Organizational Change: Bringing Together the Old and the New Institutionalism (1996)Understanding Radical Organiz…Competing for the Future (1994)Competing for the FutureStrategic Management and Organisational Dynamics (1993)Strategic Management and Orga…Managing Transitions: Making the Most of Change (1993)Managing Transitions: Making …The Fifth Discipline (1990)The Fifth DisciplineWhen Giants Learn to Dance (1989)When Giants Learn to DanceOrganizational Frame Bending: Principles for Managing Reorientation (1989)Organizational Frame Bending:…Organizational Design Types, Tracks and the Dynamics of Strategic Change (1988)Organizational Design Types, …Strategic Change and the Management Process (1987)Strategic Change and the Mana…Managing organizational transitions (1986)Managing organizational trans…Convergence and Upheaval: Managing the Unsteady Pace of Organizational Evolution (1986)Convergence and Upheaval: Man…Managing Organizational Transitions (1985)Managing Organizational Trans…Strategies for Change: Logical Incrementalism (1982)Strategies for Change: Logica…EVOLUTION AND REVOLUTION: A QUANTUM VIEW OF STRUCTURAL CHANGE IN ORGANIZATIONS (1982)EVOLUTION AND REVOLUTION: A Q…Transition: Understanding and Managing Personal Change (1981)Transition: Understanding and…Field Theory in Social Science (1953)Field Theory in Social ScienceDesigning Co-design: Addressing Five Critical Areas to Increase the Experience of Participants and Facilitator in a Co-design Session (2019)Designing Co-design: Addressi…Managing change through management development: an industry case study (2007)Managing change through manag…Institutionalized Organizations: Formal Structure as Myth and Ceremony (1977)The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields (1983)Organizational culture and leadership (1993)Sedimentation and Transformation in Organizational Change: The Case of Canadian Law Firms (1996)THE NORMALIZATION OF CORRUPTION IN ORGANIZATIONS (2003)Modeling the Multilevel Determinants of Top Management Team Behavioral Integration (2005)The iron cage revisited institutional isomorphism and collective rationality in organizational fields (2004)Institutions and Institutional Work (2006)Institutional Complexity and Organizational Responses (2011)Opinion Paper: “So what if ChatGPT wrote it?” Multidisciplinary perspectives on opportunities, challenges and implications of generative conversational AI for research, practice and policy (2023)Higher Education, Sustainability, and the Role of Systemic Learning (2004)The Role of Positivity and Connectivity in the Performance of Business Teams (2004)Symptoms of Complexity in a Tourism System (2008)The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage (1998)Bridging Epistemologies: The Generative Dance Between Organizational Knowledge and Organizational Knowing (1999)Managing Firm Resources in Dynamic Environments to Create Value: Looking Inside the Black Box (2007)Tightening the Iron Cage: Concertive Control in Self-Managing Teams (1993)Market Orientation and the Learning Organization (1995)Alliances and networks (1998)Crafting a change message to create transformational readiness (2002)Online teaching-learning in higher education during lockdown period of COVID-19 pandemic (2020)The determinants of organizational change management success: Literature review and case study (2021)Structural balance: a generalization of Heider's theory. (1956)The Bases of Social Power (1986)A Dynamic Theory of Organizational Knowledge Creation (1994)The Dynamic Capabilities of Firms: an Introduction (1994)Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change (1996)Dynamic capabilities and strategic management (1997)Longitudinal Field Research on Change: Theory and Practice (1990)Core capabilities and core rigidities: A paradox in managing new product development (1992)Strategic assets and organizational rent (1993)Deliberate Learning and the Evolution of Dynamic Capabilities (2002)Toward a theory of spiritual leadership (2003)
this work references cited by second hop

References

  • 1990The Fifth Discipline6,350 cited
  • 1994Competing for the Future5,759 cited
  • 1953Field Theory in Social Science5,190 cited
  • 1996Understanding Radical Organizational Change: Bringing Together the Old and the New Institutionalism3,225 cited
  • 1982Strategies for Change: Logical Incrementalism1,493 cited
  • 1993Managing Transitions: Making the Most of Change1,150 cited
  • 1989When Giants Learn to Dance1,010 cited
  • 1988Organizational Design Types, Tracks and the Dynamics of Strategic Change623 cited
  • 1986Convergence and Upheaval: Managing the Unsteady Pace of Organizational Evolution621 cited
  • 1993Strategic Management and Organisational Dynamics569 cited
  • 1987Strategic Change and the Management Process489 cited
  • 1989Organizational Frame Bending: Principles for Managing Reorientation444 cited
  • 1985Managing Organizational Transitions351 cited
  • 1986Managing organizational transitions216 cited
  • 1982EVOLUTION AND REVOLUTION: A QUANTUM VIEW OF STRUCTURAL CHANGE IN ORGANIZATIONS214 cited
  • 1981Transition: Understanding and Managing Personal Change

Only edges whose both ends are imported exist here. Widen the year window, or show the whole map. Back to the work

176 cited

Cited by

  • 2007Managing change through management development: an industry case study17 cited
  • 2019Designing Co-design: Addressing Five Critical Areas to Increase the Experience of Participants and Facilitator in a Co-design Session5 cited