Running Head: ORGANIZATIONAL CHANGE
Annotated Bibliography
Organizational Change
by
Anthony P. Niemann
ELFH 664-50
Spring, 2006
Annotated Bibliography – Organizational Change
Bresnen, M., Goussevskaia,
A., & Swan, J. (2005). Organizational routines, situated learning and
processes of change in
project – based organizations. Project
Management Journal,
36(3), 27-41.
Four case studies involving
project – based organizations are compared in this study of
Dalgleish, S. (2005). Being
right about proposed changes. Quality, 44(8),
18.
Implementing organizational
change should be considered a high-risk maneuver. The author asserts that those
proposing change should have a high degree of certainty that the change will be
good for business before beginning the process.
Ford, M. W., & Greer, B.
M. (2005). Implementing planned change: An empirical comparison of
theoretical perspectives. Mid – American Journal of Business, 20(2),
59-69.
Three models of planned
change are examined using empirical research. Methodology of the study is
thoroughly explained, and conclusions support a dynamic change model
conceptualization with the process variables of monitoring and control linked
to chances of successful change.
Goodstein, L. D., Nolan, T.
M., & Pfeiffer, J. W. (1993). Applied Strategic Planning. McGraw-
Hill:
This is a guide for
consultants that outlines a model for strategic planning in organizations and the
required steps to make the model work. Although the process is unique for each
organization, this comprehensive guide offers great insight into how to go
about the process.
Gray, S. N. (2005). Tipping
points: Building momentum for lasting change. Organization
Development Journal, 23(2), 71-77.
Tipping Point Theory, the
moment when an idea takes hold or dies, is discussed from four main obstacles
to success of the idea: perception; resources; motivation; and politics.
Kerber, K., & Buono, A.
F. (2005). Rethinking organizational change: Reframing the challenge
of change management. Organization Development Journal, 23(3),
23-38.
The hypothesis presented is
that the requirements of the situation should determine the approach to change
that is implemented. It examines four mitigating factors affecting the ways
that change should originate: business complexity, socio-technical uncertainty;
capacity; and urgency.
Levin,
approach. Organization Development Journal, 18(1),
83-94.
Organization culture has been
identified as the reason many mergers and acquisitions have failed. A framework
of five windows for assessing organization culture is presented: traditions; leadership;
symbols; norms and practices; traditions and rituals; and stories and legends.
The assessment is
based on ethnographic and clinical research.
Lines, R., Selart, M.,
Espedal, B, & Johansen, S. T. (2005). The production of trust during
organizational change. Journal of Change Management, 5(2),
221-245.
This in-depth, empirical
study examines six hypotheses that correlate to the creation and destruction of
trust in management during organizational change. Organizational change periods
are crucial in the creation or destruction of trust.
Loup, R., & Koller, R.
(2005). The road to commitment: Capturing the head, hearts, and hands of
people to effect change. Organization Development Journal, 23(3),
73-81.
A model of the phases an
individual goes through as s/he experiences organizational change is diagramed.
Planned changes in organizations fail due to problems on the people side of the
process rather than the technology side. Understanding this model is important
for change leaders.
Madsen, S. R., & Gygi,
J. (2005). A conversation with John H. Zenger: Leadership and change.
Organization Development Journal, 23(3), 89-98.
One of the most influential
practitioners and researchers in organizational development and leadership,
John Zenger, is interviewed. In Zenger’s model of leadership, the attributes of
the leader and results that s/he produces are defining characteristics and
measuring sticks of a leader.
Maurer, R. (2005). Taking
stock of change management. The Journal
for Quality and
Participation, 28(3), 19.
The author presents findings
from a survey on change management. One finding is a hypothesis that ownership
of change by top-level management is the most important factor affecting the
success of the proposed changes.
Nielsen, R. P. (1989).
Changing unethical organizational behavior. The
Executive, 3(2), 123-130.
Twelve case studies are
discussed in this article. These case studies help to define twelve methods
used for changing unethical behavior in organizations. Four limitations of the
use of the twelve methods are also discussed.
O’Connor, E. J., & Fiol,
C. M. (2005). Moving into and through transitions. Physician Executive,
31(5), 64-65.
Three factors examined in
this article convince people to move into transitions. The factors examined are
rewards for success, penalty for failure, and minimization of risks.
Roberto, M. A., &
Levesque, L. C. (2005). The art of making change initiatives stick. MIT Sloan
Management Review, 46(4), 53-60.
Before change initiatives
are implemented, there are many preparations that should be undertaken. The
preparations will help to insure that the initiative take effect and stick,
which is the focus of this article.
Rogers, E. M. (2003). Diffusion of innovations (5th ed.).
This book provides a
definitive and comprehensive coverage of the diffusion process. A clear,
five-stage model detailing the innovation-decision process is strengthened via preparatory
and successive chapters.
Rothwell, W. J., Sullivan, R.,
& McLean, G. N. (1995). Practicing organizational development:
A guide for
consultants.
A guide for consultants in the field of Organizational Development (OD). Models are presented, followed by detailed explanations for the steps involved. Views from additional authors are presented. Chapter 14 covers ethics in organizational development and includes results of an enlightening survey of OD professionals.