lead Leading Change - British Airways case: references MBA 2013
Grugulis, I., Wilkinson, A. (2002) Managing Culture at British Airways: Hype, Hope and Reality. Long Range Planning, 35, 2, 179-194.
Kotter, J. (2007) `Leading Change: Why Transformation Efforts Fail’, Harvard Business Review, January 2007, pp. 96 – 103
Beer, M. & Nohria, N. 2000, "Cracking the Code of Change", Harvard Business Review, vol. May-June, pp. 133-141.
Vermeulen, F., Puranam, P. & Gulati, R. 2010, "Change for Change's Sake", Harvard business review, vol. 88, no. 6, pp. 70-76
Burnes, B. 2004, Managing Change, Fourth edn, Financial Times/Prentice Hall, London.
Grey, C. 2003, "The Fetish of Change", TAMARA: Journal of Critical Postmodern Organization Science, vol. 2, no. 2, pp. 1-19.
Jick, T.D. & Peiperl,M.A. (2003) (2nd edn) `Managing Change: cases and concepts’, Boston: McGraw-Hill (pp 26-44)
Kegan, R. & Lahey, L. L. 2001, "The real reason people won't change", Harvard Business Review no. November, pp. 84-92.
Kotter, J. P. (1996) Leading change, Boston, Mass.: Harvard Business School Press (658.406) 4 copies in UniS library, and available as an e-book
Morgan, G. 2006, Images of Organization, 4th edn, Sage, London.
Robbins, H. and Finley, M. (1997) Why Change Doesn’t Work, London: Orion Business Books (out of print, sections 1,2, and 3 are available at http://mfinley.com/bizbooks/list-changebook.htm)
Watzlawick, P., Weakland, J., & Fisch, R. 1974, Change: principles of problem formation and problem resolution W.W.Norton & Co., New York.
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