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Critical Perceptions of Organisational Change
16 references·2 citing·42 second hop
Critical Perceptions of Organisational Change (2007)Critical Perceptions of Organisational Ch…The Impact of Organizational Culture and Reshaping Capabilities on Change Implementation Success: The Mediating Role of Readiness for Change (2005)The Impact of Organizational …Organisational change management: A critical review (2005)Organisational change managem…The Corporate Culture Survival Guide (1999)The Corporate Culture Surviva…ORGANIZATIONAL CHANGE AND DEVELOPMENT (1999)ORGANIZATIONAL CHANGE AND DEV…Improvising Organizational Transformation Over Time: A Situated Change Perspective (1996)Improvising Organizational Tr…The Role Of Conversations in Producing Intentional Change in Organizations (1995)The Role Of Conversations in …Explaining Development and Change in Organizations (1995)Explaining Development and Ch…PACING STRATEGIC CHANGE: THE CASE OF A NEW VENTURE. (1994)PACING STRATEGIC CHANGE: THE …ORGANIZATIONAL TRANSFORMATION AS PUNCTUATED EQUILIBRIUM: AN EMPIRICAL TEST. (1994)ORGANIZATIONAL TRANSFORMATION…EVOLVING INTERPRETATIONS AS A CHANGE UNFOLDS: HOW MANAGERS CONSTRUE KEY ORGANIZATIONAL EVENTS. (1990)EVOLVING INTERPRETATIONS AS A…First-Order, Second-Order, and Third-Order Change and Organization Development Interventions: A Cognitive Approach (1987)First-Order, Second-Order, an…Toward a Model of Organizations as Interpretation Systems (1984)Toward a Model of Organizatio…Changing Interpretive Schemes and Organizational Restructuring: The Example of a Religious Order (1984)Changing Interpretive Schemes…Organization Development: Behavioral Science Interventions for Organization Improvement. (1975)Organization Development: Beh…Field Theory in Social Science (1953)Field Theory in Social ScienceField Theory in Social Science (1952)Field Theory in Social ScienceLeading through discontinuous change: A typology of problems and leadership approaches in UK boards (2019)Leading through discontinuous…A theoretical model of stakeholder perceptions of a new financial reporting system (2016)A theoretical model of stakeh…The Social Construction of Reality (1967)The Discovery of Grounded Theory; Strategies for Qualitative Research (1968)Steps to an Ecology of Mind (1973)Strategies for Theorizing from Process Data (1999)Grounded Theory in Management Research (2003)From the Editors: What Grounded Theory is Not (2006)Handbook of Industrial and Organizational Psychology. 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this work references cited by second hop

References

  • 1953Field Theory in Social Science5,190 cited
  • 1984Toward a Model of Organizations as Interpretation Systems5,019 cited
  • 1995Explaining Development and Change in Organizations3,759 cited
  • 1999ORGANIZATIONAL CHANGE AND DEVELOPMENT2,825 cited
  • 1952Field Theory in Social Science2,272 cited
  • 1996Improvising Organizational Transformation Over Time: A Situated Change Perspective1,955 cited
  • 1994ORGANIZATIONAL TRANSFORMATION AS PUNCTUATED EQUILIBRIUM: AN EMPIRICAL TEST.1,492 cited
  • 2005Organisational change management: A critical review1,229 cited
  • 1990EVOLVING INTERPRETATIONS AS A CHANGE UNFOLDS: HOW MANAGERS CONSTRUE KEY ORGANIZATIONAL EVENTS.1,167 cited
  • 1999The Corporate Culture Survival Guide1,053 cited
  • 1984Changing Interpretive Schemes and Organizational Restructuring: The Example of a Religious Order1,032 cited
  • 1975Organization Development: Behavioral Science Interventions for Organization Improvement.939 cited
  • 1995The Role Of Conversations in Producing Intentional Change in Organizations815 cited
  • 2005The Impact of Organizational Culture and Reshaping Capabilities on Change Implementation Success: The Mediating Role of Readiness for Change757 cited
  • 1987First-Order, Second-Order, and Third-Order Change and Organization Development Interventions: A Cognitive Approach

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669 cited
  • 1994PACING STRATEGIC CHANGE: THE CASE OF A NEW VENTURE.667 cited
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    • 2016A theoretical model of stakeholder perceptions of a new financial reporting system28 cited
    • 2019Leading through discontinuous change: A typology of problems and leadership approaches in UK boards21 cited