Change Management Usi
Change Mangement Course, USI, November 2012 Syllabus
Papers:
Beer (1987): Revitalizing Organizations: Change Process and Emergent Model. Academy of Management Executive (1) 1: 51‐55 Beer and Nohria (2000): Cracking the code of change. Harvard Business Review (May – June 2000) Buchanan, Fitzgerald, Ketly, Gollop, Jones, Lamont, Neath, Whitby (2005): No going back: A review of the literature on sustaining organizational growth. International Journal of Management Review 7(3): 189‐205 Burton, Lauridsen, and Obel (2002): Return on Assets Loss from Situational and Contingency Misfits. Management Science, 48(11): 1461‐1485 Cohen & Bacdayan (1994) (Organization Science. To be distributed on class) Finkelstein, Whitehead, Campell (2009): Why Good Leaders Make Bad Decisions. Business Strategy Review. Summer. Ford and Greer (2006): Profiling Change. An Empirical Study of Change Process Patterns. The Journal of Applied Behavioral Science. Vol. 42, 4: 420‐446 Galbraith (1974): Organization Design: An Information Processing View. Interfaces, 4 28‐36 Haakonsson, Burton, Lauridsen, Obel (2012): Implementing Strategy Requires the Right Executive Style: Evidence from Danish SMEs. Long Range Planning (1‐2) Kane, A. A., Argote, L., Levine, J. M. (2005): Knowledge transfer between groups via personnel rotation: Effects of social identity and knowledge quality. Organizational Behavior and Human Decision Processes 96; 56–71. Kotter (2007): Leading Change: Why Transformations Efforts Fail. Harvard Business Review, January: 96‐103 Oreg, S (2003): Resistance to Change: Developing an individual differences measure. Journal of Applied Psychology 88 (4): 680‐693 Pfeffer (2010): Power Play. Harvard Business Review, July‐August Roberto and Levesque (2005): The art of making change initiatives stick. Sloan Management Review 46 (4): 53‐60 Vermeulen, Puranam and Gulati (2010): Change for Change’s Sake. Harvard Business Review. June.
Papers:
Beer (1987): Revitalizing Organizations: Change Process and Emergent Model. Academy of Management Executive (1) 1: 51‐55 Beer and Nohria (2000): Cracking the code of change. Harvard Business Review (May – June 2000) Buchanan, Fitzgerald, Ketly, Gollop, Jones, Lamont, Neath, Whitby (2005): No going back: A review of the literature on sustaining organizational growth. International Journal of Management Review 7(3): 189‐205 Burton, Lauridsen, and Obel (2002): Return on Assets Loss from Situational and Contingency Misfits. Management Science, 48(11): 1461‐1485 Cohen & Bacdayan (1994) (Organization Science. To be distributed on class) Finkelstein, Whitehead, Campell (2009): Why Good Leaders Make Bad Decisions. Business Strategy Review. Summer. Ford and Greer (2006): Profiling Change. An Empirical Study of Change Process Patterns. The Journal of Applied Behavioral Science. Vol. 42, 4: 420‐446 Galbraith (1974): Organization Design: An Information Processing View. Interfaces, 4 28‐36 Haakonsson, Burton, Lauridsen, Obel (2012): Implementing Strategy Requires the Right Executive Style: Evidence from Danish SMEs. Long Range Planning (1‐2) Kane, A. A., Argote, L., Levine, J. M. (2005): Knowledge transfer between groups via personnel rotation: Effects of social identity and knowledge quality. Organizational Behavior and Human Decision Processes 96; 56–71. Kotter (2007): Leading Change: Why Transformations Efforts Fail. Harvard Business Review, January: 96‐103 Oreg, S (2003): Resistance to Change: Developing an individual differences measure. Journal of Applied Psychology 88 (4): 680‐693 Pfeffer (2010): Power Play. Harvard Business Review, July‐August Roberto and Levesque (2005): The art of making change initiatives stick. Sloan Management Review 46 (4): 53‐60 Vermeulen, Puranam and Gulati (2010): Change for Change’s Sake. Harvard Business Review. June.