References: Books, Articles & Videos

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Organisational Change

**ChangeLink recommended foundation references
* Recommended by other consultants

• **Aiken,C. & Keller, S. (2009) The irrational side of change management, www.mckinsey quarterly.com/organizational change management. (See the article on page 13 below)

• ** Cameron, E. & Green, M. (2009) Making sense of change management; (2nd edition), Kogan Page, London.

• Abramson, E. (2000) Change without pain. Harvard Business Review, July-Aug, pp 75-79.

• Bateman, T. (1980), Organizational change and the politics of success, Group and Organisational Studies, June, pp 198-209.

• Beckhard, R. & Harris, R. (1977) , Organizational transitions: managing complex change, Reading, MA: Addison-Wesley.

• **Beckhard, R. (1987) The executive management of transformational change, University Associates.

• **Beckhard, R. & Pritchard W. (1992) Changing the essence: The art of leading fundamental change in organisations. San Francisco: Jossey-Bass

• Beckhard, R. (1997) Agent of change: my life, my practice. Jossey-Bass, CA.

• **Bedeian, A.G., (1993), “Organizational Culture and Change”, in Management, Fort Worth: Dryden Press, 310-334.

• Beer, M. & Nohria, N. (2000) Cracking the code of change, Harvard Business Review, May, pp 93-100.

• Beer, M. (1980) Organizational change and development: a systems view, Goodyear: Santa Monica, CA.

• Beer, M. & Walton, E., (1990) “Developing the competitive organization: Interventions and strategies”, American Psychologist, Feb: 160.

• Beer, M. a. W., E. (1987). Organisational Change and Development. Annual Review of Psychology. A. Reviews. Palo Alto, CA: 68-339. Blair, G., and Meadows, S. (1996). A Real Life Guide to Organisational Change. Hampshire: England.

• Bennis, W.G., Benne, K.D, & Chin, K.D. (1969) The planning of change, Holt, Rinehart and Winston, New York.

• Boleman, L. & Deal, T.E. (1997) Reframing organizations. San Francisco: Josey-Bass

• Bonanno, G.A. (2004), Loss, trauma, and human resilience: Have we underestimated the human capacity to thrive after extremely aversive events? American Psychologist, January, pp 20-28 Boyatzis, R. E. (1982). The Competent Manager: A model for effective performance. New York.

• Bridges, W. (2000) The character of organizations. Palo Alto: Davies-Black

• **Bridges, W. (1991) Managing transitions. Reading MA: Addison-Wesley

• Brill, P. L. & Worth, R. (1997) The four levers of corporate change. AMACOM, New York.

• Briner, W. H. C. a. G. M. (1996). Project Leadership. Brookfield Vermont, USA, Gower Publishing Limited Library of Congress Cataloging in Publication Data.

• Burke, W. W. (1982), Organization Development, Boston: Little/Brown.

• Burke, W.W. & Litwin, G.H., (1992), “A causal model of organizational performance and change”, Journal of Management 18/3, 523-545.

• *Caluwe' , L. d., Vermaak, H. (2003). Learning to Change: A guide for organisational change agents. California.

• Carnall, C. A. (1999). Managing Change in Organisations. Essex: England.

• Champy, J. & Nohria, N. (1996) Fast forward: The best ideas on managing business change, Boston: Harvard Business School Publishing.

• Chan Kim, W. & Mauborgne, R. 1997, ‘Fair process: managing in the knowledge economy’, Harvard Business Review, July–August, pp. 65–75.

• Clarke, L., (1994), The essence of change, Essex: Prentice Hall.

• **Cohen, D. S. (2005) The heart of change field guide, Boston, Harvard Business School Press.

• Cohen, D.S. (2002), The heart of change, Boston, Harvard Business School Press.

• Colenso, M. (2000), Kaizen strategies for successful organisational change: evolution and revolution in the organisation, London: Pearson Education.

• Conger. J.A., Gretchen, M., and Lawler, E.E. (1999) The leader change handbook: The essential guide to setting direction and taking action. Josey-Bass: San Francisco.

• Conner, D. (1998) Leading at the edge of chaos” How to create the nimble organization. John Wiley: New York.

• Conner, D. ( 1992 ) Managing at the speed of change: How resilient managers succeed and prosper where others fail, New York: Random House

• Connor, P. E. a. L., K. L. (1994). Managing Organisational Change. Westport, CT.

• *Cummings, T. G., and Worley, C.G. (1993). Organisational Development and Change. Minneapolis, MN: west.

• Davidson, J. (2001) The complete idiot’s guide to change management, penguin, New York.

• Davis, D. & Fisher, T. (1994) The pace of change: a case study of the development of a total quality organization, International Journal of Quality and Reliability Management, pp.5-18

• Deci, E. L. 1996, Why we do what we do, Penguin, New York. Doppler, K. a. L., C. (1996). Change Management: Vormgeven aan het veranderingsproces. Amsterdam.

• **Dunphy, D. & Stace, D. (1990), Under new management; Australian organizations in transition, Sydney: McGraw-Hill.

• **Dunphy, D.C. & Dick, R. (1986), Organizational change by choice, Sydney: McGraw-Hill.

• Firth, D. (2000), Smart things to know about change, Capstone: Capstone Publishing.

• Iacovini, J. (1993), “The human side of change”, Journal of Training and Development, January, 65-68

• Fitzgerald, T. (1988). "Can Change In Organisational Culture Really Be Managed?" Organisational Dynamics(Autumn): 5-15.

• French, W. L., & Bell, C.H. Jr. (1999). Organisationa Development: Behavioural science interventions for organisation improvement. New Jersey, Library of Congress Cataloging-in-Publicaation Data.

• French, W.L. & Bell, C.H. & Zawacki, R.A. (1994), Organization development and transformation, Burr Ridge, Illinois: Irwin.

• Garside, P. (2004) Are we suffering from change fatigue?, University of Cambridge, UK, BMJ Publishing Institute.

• Griener, L. & Schein, V.(1988), Power and organisation development: moblizing power to implement change. Addison-Wesley, Reading Mass.

• Hammer. M. (2004) Deep change; how operational innovation can transform your company. Harvard Business Review, April, pp85-93.

• Hayes, J. (2002) The theory and practice of change management. Palgrove Macmillan, UK.

• Hirshhorn, L. (2002) Campaigning for change. Harvard Business Review, July, pp98-104

• House, R. J. (1996), ‘Leadership in the 21st century: a speculative inquiry’,Reginald H. Jones Center, Working Paper.

• Howard, A., (1994), Diagnosis for organizational change: Models and methods, New York: Guilford Press.

• Human Synergistics, Sydney Australia, has extensive lists of references, tools, inventories, and other materials on organisational change, go to www.human-synergistics.com.au 128 Kippax Street, Surry Hills, NSW, 2010 phone: 612 9281 5999

• Hussey, D.E. (2000), How to manage organisation change, London: Kogan Page.

• Inward Strategic Consulting (2004), Shaking off change fatigue, www.inwardconsulting.com

• Jiang, J. J., Kein G. , Margulis S. (1998). "Important Behavioural Skills for IS Project Managers: the judgements of experienced IS professionals." Project Management Journal: 39-43.

• Jick, T. 1990, Note on the recipients of change, Harvard Case Study no. 9–491–039, revised July 29, 1996, Harvard Business School, Boston.

• Johnson, S, Who moved my cheese? (Sorry, I feel like puking, when I read this book)

• Jick, T.D. (1993), Managing change. Irwin, McGraw-Hill

• Kanter, R. M. (1983). The Change Masters: Corporate entrepreneurs at work. New-York.

• Kanter, R. M. (1989). When Giants Learn to Dance: Mastering the challenges of strategy, management and careers in the 1990's. London.

• *Kanter, R. M., Stein, B. A. , Jick, T. D. (1992). The Challange of Organisational Changes. New York, Library of Congress Cataloging-in Publication Data.

• Keating, E. K., Oliva, R., Repenning, N. P., Rockart, S. & Sterman, J. D. (1999), ‘Overcoming the improvement paradox’, European Management Journal, vol. 17, no. 2, pp. 120–134.

• Kegan, R. & Lashkow Lahey, L. (2001) The real reason people won’t change. Harvard Business Review, November, pp 85-92.

• Kilmann, R. & Covin, T.J. (1987), Organization-wide transformation, San Francisco: Jossey-Bass.

• Kirkpatrick, D. (1985), How to manage change effectively. Jossey-Bass, San Francisco.

• Kotter, J. & Schlesinger, L. (1979) Choosing strategies for change. Harvard Business Review, 57, pp 106-114.

• **Kotter, J. P., Cohen, D.S. (2002). The Heart of Change: Real life stories of how people change their organisations. Harvard, Boston.

• Kotter, J.P. & Schlesinger, L.A., (1979), “Choosing strategies for change”, Harvard Business Review 57, March-April: 106-114.

• **Kotter, J.P. (1996) Leading Change. Harvard Business School Press: Boston.

• **Kotter, J.P. (1995), “Leading change: Why transformation efforts fail”, Harvard Business Review, March-April, 59-67

• **Kubler-Ross, E. (1969), On death and dying, New York: McMillan. (1997) Touchstone.

• Kubler-Ross, E. (1981) Living with death and dying, New York: McMillan. (1997) Touchstone.

• Kubler-Ross, E., (1975) Death-The final stage of growth, New York: Simon & Schuster. (1997) Touchstone

• Kurt, L. (1947). "Frontiers in Group Dynamics." Human Relations 1: 5-41.

• Lamarch, J. (1995), Changing the way we change: Gaining control of major operational change, Addison-Wesley: Mass.

• Larkin, T.J. & Larkin, S. (1996), Reaching and changing frontline employees, Harvard Business Review, December, pp 3-12.

• Lewin, K (1936) Principles of topological psychology, New York-McGraw-Hill

• Lewin, K (1943), “Forces behind food habits and methods of change”, Bulletin of National Research Council, 188, 35-65

• Lewin, K. (1951), Field theory in social science, ed. Dorwin Cartwright, New York: Harper, 228-229.

• **Longaker, C. (1993), Finding hope and inspiration in death, Audio Tape, Watsonville, California: Rigpa Fellowship.

• Longaker, C. (1998) Facing Death, and finding spiritual hope; A guide to the emotional and spiritual care of dying. Random House.

• Luthans, F. (1995), Organizational behaviour, New York: McGraw-Hill.

• McClelland, D. C. (1973). "Testing for Competence Rather than Intelligence." American Psychologist 28: 1-14.

• McClelland, D. C. (1971). Assessing Human Motivation. New-York.

• McClelland, D. C. (1961). The Achieveing Society. Princeton, NJ.

• McClelland, D. C., Atknson, J.W., Clark, R.A. and Lowell, E.L. (1953). The Achievement Motive. New-York.

• Meyerson, D.E. (2001), Change, the quiet way. Harvard Business Review, October, pp 93-100.

• Morgan, N. (2001), How to overcome change fatigue, Harvard Management Communication Letter, 4(7).

• Nadler, D. (1987), The effective management of change, in Handbook of Organisational Behaviour, Printice-Hall, NJ, pp 358-369.

• Owen, H., Spirit: Transformation and development in organisations, Potomac, MD: Abbot Publications.

• *Paton, R. A., McCalman, J. (2000). Change Management: A guide to effective implementation. London.

• Patti, R.J. (1974), “Organizational resistance and change: The view from below”, Social Service Review 48, September: 371-372.

• Pendlebury, J. Grovard, B., & Meston, F.(1995) Successful change management, New York: John Wiley &Sons

• Quinn, R. E & Spreitzer, G.M. 1997, ‘The road to empowerment: seven questions every leader should consider’,Organizational Dynamics, Autumn, vol. 26, no. 2, pp. 37–49.

• Robbins, H. & Finley, M. (1997), Why change doesn’t work, why initiatives go wrong and how to try again—and succeed, Orion Business

• Rosell, S.A. (1995) Changing maps: Governing the world of rapid change. Careleton University Press: Ottawa.

• Senge, P. M., Kleiner, A., Roberts, C., Ross, R., Rioth, G., & Smith, B.

• 1999, ‘The dance of change: the challenges of sustaining momentum in

• learning organizations’, London, Nicholas Brealey.

• Senge, P. (1990), The fifth discipline: The art and practice of the learning organisation, New York: Doubleday/Currency.

• Schein, E. H. 1988, ‘Process consultation: its role in organization

• development’, Addison-Wesley Series: Organisation development, vol. 1,

• 2nd edn.

• Schein, E. H. 1978, ‘The role of the consultant: content expert or process

• facilitator?’, Personnel and Guidance Journal, vol. 56, pp. 83–90.

• Sugarman, B. (2001) A learning based approach to organizational change: some results and guidelines, Organizational Dynamics, pp62-75

• Tarrant, D. (2005), Change by design, Management Today, June, pp 24-27.

• Tichy, N.M. (1983), Managing strategic change: Technical, political, and cultural dynamics, New York: John Wiley & Sons.

• Tichy, N. M. & Devanna, M. (1986) The transformational leader, John Wiley and Sons, New York.

• Tichy, N. M. (1993), Revolutionize your company, Fortune, 13 Dec., pp 114-118.

• Tichy, N. M. (1999) The teachable point of view: a primer. Harvard Business Review, March-April, p82

• Tichy, N.M. (1993) Control your destiny or someone else will: how Jack Welsh is making General Electric the world’s most competitive corporation. New York: Double Day.

• Tichy N.M. (1994) Control your destiny or someone else will: lessons in making mastering change—from the principles Jack Welsh is using to revolutionise GE. New York: Harper.

• Van Eynde, D.F, Hoy, J.C., and Van Eynde, D.C.(1997), Organization Development Classics: The practice and theory of change. Josey-Bass: San Francisco.

• Van Maanen, J., Dabbs J. M. Jr., and Faulkner R. R. (1982c). Varieties of Qualitative Research. Beverly Hills, Calif. Wolff, M. F. (1995). "Managing Change- Who does it best?" Research Technology Management 38(4): 10.

• White, T. (2005), Realising the full potential of office space reinvention using change management, fm, 12 (6), December/January, pp 54-56.

• White, T. (2005), Managing the emotional side of office space changes, fm, 13 (1) February/March, pp 56-57.

• White, T. (2005), Change management: The need for measuring ROI (Return on investment), fm,13(3), June/July, pp 52-54.

• Woodman, R. & Pasmore, W. (Eds.), Research in organizational change and development, Greenwich, CT: JAI.

• Woodward, H. & Bucholz S., (1987), After shock: Helping people through corporate change, New York: John Wiley & Sons, Inc.

• Worley, C., Hitchin, D., & Ross, W. (1996) Integrated strategic change: how OD helps to build competitive advantage, Addison-Wesley: Reading MA.

• Zager, R. & Rosow, M., (1982), The innovative organization, New York: Pergamon.

Organisation Design

• Bedeian, A.G., (1993), “Organization Design”, in Management, Fort Worth: Dryden Press, 236-263.

• Beer, M. & Eisenstat, R.A. (2004) How to have an honest conversation about business strategy. Harvard Business Review, Feb.

• Cherns, A., (1977), “Can behavioural science help design organisations?”, Organizational Dynamics, Spring.

• Davis, S.M. & Lawrence P.R (1977), Matrix, Reading, Mass: Addison-Wesley, 129-144.

• Davis, S.M. & Lawrence P.R. (1978), “Problems of matrix organization”, Harvard Business Review 56, May-June: 131-142.

• Galbraith, J.R. (1982), “Designing the innovating organisation”, Organization Dynamics, Winter, 5-25.

• Galbraith, J.R. (1982), Organization Design, Reading, MA: Addison-Wesley.

• Galbraith, J.R., Downey, D., & Kates, A. (2002), Designing dynamic organisations: a hands on guide for leaders at all levels, AMACON, New York.

• Gates, G. & McKinnon (1994), “Redesigning for fast impact”, Training & Development, October:54-59

• Gleckman, H. (1993), “Where to prune and where to hack away”, Business Week, September 13: 98.

• Gold, M. & Campbell, A. (2002) Do you have a well designed organistation? Harvard Business Review, (March), pp 117-123.

• Hackman, R. & Oldham, G., Work redesign, Reading, MA: Addison Wesley.

• Hanna, D., (1988), Designing organizations for high performance, Reading, MA: Addison-Wesley.

• Jacques, El (1990), “In praise of hierarchy”, Harvard Business Review 68, January-February: 129.

• Kolodny, HF. (1980), “Matrix organization designs and new product success”, Research Management 23, September 29-33.

• MacKenzie, K.D. “Designing the adaptive organisation”, in Creating the competitive edge through human resources application, eds, Niehaus and Price, New York: Plenum: 64.

• McClenahen, J.S. (1988), “Flexible structures to absorb the shock”, Industry Week, April, 41

• Morgan, G., (1986), Images of organization, Beverly Hills, CA: Sage

• Nadler, G. & Tushman, M.L., (1986), “Organizing for innovation”, California Management Review 28, 74-92.

• **Ostroff, F., (1999), The horizontal organization: what the organisation of the future actually looks like and how it delivers value to customers, New York: Oxford University Press.

• Pasmore, W. & Sherwood, J. (1978), Sociotechnical systems: A sourcebook, University Associates.

• Peters, T. (1990), “Biting the systems and structure bullet”, Baton Rouge Business Report 9, Dec: 66

• Taylor, J.C. (1975), “The human side of work; The socio-technical approach to work system design”, Personnel Review 4, 3

• Walton, R., (1975), “The diffusion of new work structures: Explaining why success didn’t take”, Organisation Dynamics, Winter: 3-22.

Organisation Culture-Change

• Bedeian, A.G., (1993), “Organizational Culture and Change”, in Management, Fort Worth: Dryden Press, 310-334.

• Collins, J.C. & Porras, J.I., (1991), “Organizational vision and visionary organisations”, California Management Review 33, Fall: 30-52.

• Deal, T.E. & Kennedy, A.A. (1982), Corporate cultures: The rites and rituals of corporate life, Reading, Mass: Addison-Wesley.

• Dennison, R.D., Haaland, S., Goelzer, P. (2004) Corporate culture and organizational effectiveness. Is Asia different from the rest of the world? Organizational Dynamics, 33(1), pp 98-109.

• Harrison, R., (1983), “Strategies for a new age”, Human Resource Management 22, 209-235.

• Harrison, R. & Stokes, H., (1990), Diagnosing Organization Culture, Berkeley: Harrison Associates, 1-18.

• Harrison, R. (1986), Organization culture and quality of service: A strategy for releasing love in the workplace, Berkeley: Harrison Associates. 1-18

• Human Synergistics, Sydney Australia, has extensive lists of references, tools, inventories, and other materials on changing organisational cultures, go to info@human-synergistics.com.au 128 Kippax Street, Surry Hills, NSW, 2010 phone: 612 9281 5999

• Jones, Q, Dunphy D, Fishman R, Larne M, Canter C (2006) In Great Company, New Zealand, Human Synergistics.

• McCarthy, S. (2001), Building high performance cultures: 1994-2001 Australia and New Zealand, Human Synergistics.

• McCarthy, S. (2002), Leading high performance cultures: 1994-2002 Australia and New Zealand, Human Synergistics.

• Morey, C. & Luthans,F., (1987), “Anthropology: The forgotten behavioural science in management history”, Academy of Management Best Papers, 128-132

• Schein, E.H.(1987), Organizational culture and leadership, Jossey-Bass

• Schein, E.H.(1993), “On dialogue, culture, and organizational learning”, Organization Dynamics, Autumn: 43.

• Schein, E.H. (1990), “Organizational Culture”, American Psychologist, Feb: 117.

• Tarrant, D. (2005), Change by design, Management Today, June, pp 24-27.

• White, T. (2005), Realising the full potential of office space reinvention using change management, fm, 12 (6), December/January, pp 54-56.

• White, T. (2005), Managing the emotional side of office space changes, fm, 13 (1) February/March, pp 56-57.

• White, T. (2005), Change management: The need for measuring ROI (Return on investment), fm,13(3), June/July, pp 52-54.

Videos

• Barker, J.A. (1990), The power of vision, CharterHouse Learning Corporation, USA.

• Timmons, B.A. (1992), Taking charge of change, CRM Films USA

• Encounters with grief. Heathcliff , USA

• Levin, S. (1994), Healing & Dying, New Way Productions, USA

Training program

Managing in a changing environment, Wilson Learning

Mergers & Acquisitions

• **Voight, K. (2009), Mergers fail more than marriages. CNN (See article on page 10 below)

• Aiello, R.J. (2000) The fine art of friendly acquisition. Harvard Business Review, (Nov-Dec), pp 101-107

• Ashkenas, R.N. & Francis, S.C. (2000) Integration managers: special leaders for special times. Harvard Business Review (Nov-Dec), pp 108-115/

• Carey, M. (2000) A CEO roundtable on making mergers succeed. Harvard Business Review (May-June), pp 145-153

• Cliff, S. C. (1999) Can this merger be saved? Harvard Business Review (Jan-Feb), pp 29-44.

• Galpin, T. (2000) The complete guide to mergers and acquisitions: process tools to support M&A intregration at every level. Jossey-Bass: CA

• Gaughan, P. A. (2002) Mergers, Acquistions, and Corporate Restructures, 3rd Edition, John Wiley & Sons, New York

• Lajous, A.R. (1998) The art of M&A integration: a guide to merging resources, processes, and responsibilities. McGraw-Hill

• Marks, M.L. & Mirvis, P.H. (2000) Managing mergers, acquisitions, and alliances: creating an effective transition structure. Journal of Organisational Dynamics, Winter, pp 35-47.

• Marren, J. H. (1993) Mergers & acquistions a valuable handbook. McGraw-Hill

• Robinson, K. (2004), CEO’s tips for merger success: Speed propels a successful merger integration, The Banker, 153(933), pp 18-22.