SZodixStudyAcademic Library

Dashboard Shelves Open access My library Inbox Notes Write Learn Alerts

More

Ask your library Notifications Quick cite Review

Study · an open academic library·Metadata from OpenAlex (CC0)·Shelves·OpenAlex metadata, de-duplicated

Managing Change: Steering a Course between Intended Strategies and Unanticipated Outcomes · Study

ArticleShelves

ArticleManaging Change: Steering a Course between Intended Strategies and Unanticipated Outcomes

Julia Balogun2006

Article2006

Managing Change: Steering a Course between Intended Strategies and Unanticipated Outcomes

241 citations·0/0 files stored·Long Range Planning

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Organizational Change and Leadership Management and Organizational Studies Organizational Management and Change

Abstract

No abstract was published for this record.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 241 citations exist upstream.

References

1995The Knowledge-Creating Company 1996Sensemaking in Organizations 1998The Knowledge-Creating Company 2009Leading change: why transformation efforts fail 1991Sensemaking and sensegiving in strategic change initiation 1995Perspective Making and Perspective Taking in Communities of Knowing 1955Patterns of Industrial Bureaucracy.2004ORGANIZATIONAL RESTRUCTURING AND MIDDLE MANAGER SENSEMAKING.

Cited by

2006The Role of Strategy Workshops in Strategy Development Processes: Formality, Communication, Co-ordination and Inclusion 2009Experiencing Rare and Unusual Events Richly: The Role of Middle Managers in Animating and Guiding Organizational Interpretation 2014Who is ‘the middle manager’?2009Strategic Communication: An Institutional Perspective 2007Committees as strategic practice: The role of strategic conversation in a public administration 2008Implementation Activities and Organizational Sensemaking

Related works

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

2005From Intended Strategies to Unintended Outcomes: The Impact of Change Recipient Sensemakingarticle · 11 shared references 2011Considering Planned Change Anew: Stretching Large Group Interventions Strategically, Emotionally, and Meaningfullyarticle · 11 shared references 2008SHAPING STRATEGY AS A STRUCTURATION PROCESS.article · 7 shared references 2003Re-conceiving Change Management:article · 7 shared references 2007Committees as strategic practice: The role of strategic conversation in a public administrationarticle · 7 shared references 2012Context and Action in the Transformation of Strategy Scholarshiparticle · 7 shared references

Details

Year2006

Typearticle

Published2006-02-01

VenueLong Range Planning

ISSN-L0024-6301

Languageen

Citations241

Files0 public / 0

ShelfOrganizational Change and Leadership

Identifiers

doi10.1016/j.lrp.2005.02.010

openalex_workW2020932310

Links

Imported from OpenAlex (CC0) — nothing here is generated.

2015Overcoming resistance to change in engineering and construction: Change management factors for owner organizations

2010Experiencing Gossip: The Foundations for a Theory of Embedded Organizational Gossip