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Cited by

• 2006Managing Successful Organizational Change in the Public Sector980 cited
• 2009Overcoming barriers to priority setting using interdisciplinary methods92 cited
• 1995Partnering: More Than a Workshop, a Catalyst for Change52 cited
• 2011The effects of changing power and influence tactics on trust in the supervisor: A longitudinal field study32 cited
• 1996METHODS, VALUES, AND ASSUMPTIONS UNDERLYING LARGE GROUP INTERVENTIONS INTENDED TO CHANGE WHOLE SYSTEMS27 cited
• 1997Toward a participative organizational culture: evolution or revolution?23 cited
• 2007Built to Change: High-Performance Work Systems and Self-Directed Work Teams – A Longitudinal Quasi-Experimental Field Study17 cited
• 2012RELATIONSHIP MARKETING, ENGINE OF SUSTAINABLE DEVELOPMENT AND ORGANISATIONAL CHANGE IN THE ROMANIAN BUSINESS ENVIRONMENT13 cited
• 2005Physician, heal thyself: A case study demonstrating dramatic outcomes from using performance analysis5 cited
• 2009Implementing Human Resource Development as a Tool for Effective Organizational Change3 cited