competence. IEEE Transactions on Engineering Management‚ 49(1)‚ 28–35; Prahalad‚ C. K.‚ & Hamel‚ G HarperColllins; Barney‚ J. B. (1995). Looking inside for competitive advantage. Academy of Management Executive‚ 9‚ 49–61. Kearns‚ D. T.‚ & Nadler‚ D. A. (1992). Prophets in the dark. New York: Kim‚ W.C Pocket Strategy. (1998). Value (p. 165). London: The Economist Books. Porter‚ M.E. (1996)‚ "What is strategy?"‚ Harvard Business Review‚ November/December‚ pp. 61-78. Porter‚ Michael E Prahalad
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Management Review‚ 25 (4)‚ pp. 753-759. Matrosova Khalil‚ S. (2013) “From resistance to acceptance and use of technology in academia”‚ Open Praxis‚ 5(2). Myers‚ K. and Robbins‚ M. (1991)‚ `10 rules for change’‚ Executive Excellence‚ Vol. 8 No. 5‚ pp. 9-10. Nadler‚ D.A. (1981)‚ “Managing organizational change: an integrative perspective”‚ The Journal of Applied Behavioural Science‚ Vol. 17 No. 2‚ pp. 191-211. Steinburg‚ C. (1992)‚ “Taking charge of change”‚ Training and Development‚ Vol. 46 No. 3‚ pp. 26-32
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The Leadership Quarterly 21 (2010) 422–438 Contents lists available at ScienceDirect The Leadership Quarterly j o u r n a l h o m e p a g e : w w w. e l s ev i e r. c o m / l o c a t e / l e a q u a Leadership competencies for implementing planned organizational change Julie Battilana a‚⁎‚ Mattia Gilmartin b‚1‚ Metin Sengul c‚2‚ Anne-Claire Pache d‚3‚ Jeffrey A. Alexander e‚4 a b c d e Harvard Business School‚ Soldiers Field Road‚ Boston‚ MA 02163‚ USA Hunter-Bellevue School of Nursing‚ 425 East
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Running head: CRITICAL ANALYSIS OF THE NUT ISLAND EFFECT Critical Analysis of the Nut Island Effect Orange Team: Thomas Falco‚ Misty Fite‚ Rosa M. Flores-Estrada‚ & Crystal Hardy Grand Canyon University Management 604 June 1‚ 2010 Critical Analysis of the Nut Island Effect The Nut Island Effect (NIE) is a sad but true outcome of what happens when communication breakdown within an organization. The following is a critical analysis of the events that ended in a terrible catastrophe at
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Literature Review Introduction Through the inter-connection between change management‚ knowledge management and people management‚ the author believes you can look at‚ assess‚ and analyse organisational readiness and responsiveness to change. This will done through the narrative cyclical approach (FIGURE XX). All of this works together to answer the research question of‚ “Is there a framework/s that can be used to help organisations increase organisational readiness and responsiveness to change”
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Rethinking the innovation process in large organizations: a case study of 3M. Journal of Engineering and technology Management‚ 17(1)‚ 93-109. Hindo‚ B. (2007). At 3M‚ a struggle between efficiency and creativity. Business Week‚ 11‚ 8-14. Tushman‚ M.‚ & Nadler‚ D. (1986). Organizing for innovation. California management review‚ 28(3)‚ 74-92.
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Journal of Management http://jom.sagepub.com Organizational Ambidexterity: Antecedents‚ Outcomes‚ and Moderators Sebastian Raisch and Julian Birkinshaw Journal of Management 2008; 34; 375 originally published online Mar 14‚ 2008; DOI: 10.1177/0149206308316058 The online version of this article can be found at: http://jom.sagepub.com/cgi/content/abstract/34/3/375 Published by: http://www.sagepublications.com On behalf of: Southern Management Association Additional services and information
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Management Review‚ vol. 43‚ no. 2. 87-91. Jick‚ D. Todd & Peiperl‚ A. Maury (2011). Managing Change: Cases and Concepts. Ed. 3‚ xxi-198 Kotter‚ J Ly‚ Phoebe (2011). Figure 1‚ Student Graphic Model. Case Analysis: Leading Culture Change at Seagram. Nadler‚ A Schaffer‚ R. H.‚ & Thomson‚ H. A. (1992). Successful Change Programs Begin with Results. Harvard Business Review‚ 70(1)‚ 80-89. Taylor‚ D
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Introduction HM Naval base Clyde or better known as Faslane saw a change in management responsibilities with certain aspects of it being handed over to Babcock Navel Services (BNS) in 2002 by the Ministry of Defence (MOD) in a bid to reduce the cost‚ improve operational effectiveness and service standards. To ensure a smooth transition it was necessary to adopt a suitable change management strategy with the help of various levers for change by John Howie. 1.0 Extensive study and
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persistent rumours that Al Marai‚ a dairy market leader in the gulf‚ was planning to put a huge investment to enter the Egyptian market. Consequently‚ the founder decided that this anticipatory change approach called re-orientation - as per Nadler & Tushman (1989) - entailed recruiting a team of senior executives with a solid multi-national background to lead the corporate restructure & uplift the company ’s image‚ since companies with well structured leadership teams were highly valued in the stock
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