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17
Arnon E. Reichers, John P. Wanous, and James T. Austin, “Under-
standing and Managing Cynicism About Organizational Change,”
Academy of Management Executive, February 1997, pp. 48–59.
18
For a classic discussion, see Paul R. Lawrence, “How to Deal with
Resistance to Change,”
Harvard Business Review, January–
February 1969, pp. 4–12, 166–176. For a more recent discussion,
see Jeffrey D. Ford, Laurie W. Ford, and Angelo D’Amelio,
“Resistance to Change: The Rest of the Story,” Academy of
Management Review, 2008, Vol. 33, No. 2, pp. 362–377.
19
Lester Coch and John R. P. French, Jr., “Overcoming Resistance
to Change,”
Human Relations, August 1948, pp. 512–532.
20
Benjamin Schneider, Arthur P. Brief, and Richard A. Guzzo,
“Creating a Climate and Culture for Sustainable Organizational
Change,” Organizational Dynamics, Spring 1996, pp. 7–19.
21
“Troubled GM Plans Major Tuneup,” USA Today, June 6, 2005,
pp. 1B, 2B.
22
Paul Bate, Raza Khan, and Annie Pye, “Towards a Culturally
Sensitive Approach to Organization Structuring: Where Organi-
zation Design Meets Organization Development,” Organization
Science, March–April 2000, pp. 197–211.
23
Gerard Bohner and Nina Dickel, “Attitudes and Attitude
Change,” in Susan T. Fiske, Daniel L. Schacter, and Shelley
Taylor (eds.), Annual Review of Psychology 2011 (Palo Alto, CA:
Annual Reviews, 2011), pp. 391–418.
24
Thomas A. Stewart, “Reengineering—the Hot New Managing
Tool,”
Fortune August 23, 1993, pp. 41–48.
25
Richard Beckhard, Organization Development: Strategies and
Models (Reading, MA: Addison-Wesley, 1969), p. 9.
26
W. Warner Burke, “The New Agenda for Organization Devel-
opment,”
Organizational Dynamics, Summer 1997, pp. 7–20.
27
L. B. Mohr, “Determinants of Innovation in Organizations,”
American Political Science Review, 1969, pp. 111–126;
G. A. Steiner, The Creative Organization (Chicago: University
of Chicago Press, 1965); R. Duncan and A. Weiss, “Organiza-
tional Learning: Implications for Organizational Design,” in B.
M. Staw (ed.), Research in Organizational Behavior, Vol. 1
(Greenwich, CT: JAI Press, 1979), pp. 75–123; and J. E. Ettlie,
“Adequacy of Stage Models for Decisions on Adoption of
Innovation,” Psychological Reports, 1980, Vol. 46, pp. 991–995.
28
See Willow A. Sheremata, “Centrifugal and Centripetal Forces in
Radical New Product Development under Time Pressure,”
Academy of Management Review, 2000, Vol. 25, No. 2, pp.
389–408. See also Richard Leifer, Gina Colarelli O’Connor, and
Mark Rice, “Implementing Radical Innovation in Mature Firms:
The Role of Hobs,” Academy of Management Executive, 2001,
Vol. 15, No. 3, pp. 102–113.
29
See Julian Birkinshaw, Gary Hamel, and Michael J. Mol,
“Management Innovation,”
Academy of Management Review,
2008, Vol. 33, No. 4, pp. 825–845.
30
See Clayton M. Christensen, Stephen P. Kaufman, and Willy C.
Shih, “Innovation Killers,”
Harvard Business Review, January
2008, pp. 98–107.
31
Dorothy Leonard and Jeffrey F. Rayport, “Spark Innovation
Through Empathic Design,”
Harvard Business Review, Novem-
ber–December 1997, pp. 102–115.
32
“The 50 Most Innovative Companies,” Businessweek, April 25,
2010, pp. 34–42.
33
Geoffrey Moore, “Innovating Within Established Enterprises,”
Harvard Business Review, July–August 2004, pp. 87–96. See also
David A. Garvin and Lynne C. Levesque, “Meeting the Challenge
of Corporate Entrepreneurship,” Harvard Business Review,
October 2006, pp. 102–113.
34
See Gifford Pinchot III, Intrapreneuring (New York: Harper &
Row, 1985).
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