1
Myers P, Hulks S, Wiggins L. Organizational Change: Perspectives on Theory and Practice. Oxford: Oxford University Press 2012.
2
Myers P, Hulks S, Wiggins L. Organizational Change: Perspectives on Theory and Practice. Oxford: Oxford University Press 2012.
3
Beer M, Nohria N. Cracking the Code of Change. Harvard Business Review. 2000;78:133–41.
4
Tsoukas H, Chia R. On Organizational Becoming: Rethinking Organizational Change. Organization Science. 2002;13:567–82.
5
Balogun J. From Intended Strategies to Unintended Outcomes: The Impact of Change        Recipient Sensemaking. Organization Studies. 2005;26:1573–601. doi: 10.1177/0170840605054624
6
Beer M, Eisenstat RA, Spector B. Why Change Programs Don’t Produce Change. Harvard Business Review. 1990;68:158–66.
7
Benford RD, Snow DA. Framing Processes and Social Movements: An Overview and Assessment. Annual Review of Sociology. 2000;26:611–39.
8
Kaplan S. Framing Contests: Strategy Making under Uncertainty. Organization Science. 2008;19:729–52.
9
Maitlis S, Sonenshein S. Sensemaking in Crisis and Change: Inspiration and Insights From Weick (1988). Journal of Management Studies. 2010;47:551–80. doi: 10.1111/j.1467-6486.2010.00908.x
10
Myers P, Hulks S, Wiggins L. Organizational Change: Perspectives on Theory and Practice. Oxford: Oxford University Press 2012.
11
Grint K. Problems, problems, problems: The social construction of ‘leadership’. Human Relations. 2005;58:1467–94. doi: 10.1177/0018726705061314
12
Rittel HWJ, Webber MM. Dilemmas in a General Theory of Planning. Policy Sciences. 1973;4:155–69.
13
Grint K. Wicked Problems and Clumsy Solutions.
14
Brookes S, Grint K. The new public leadership challenge. Basingstoke: Palgrave Macmillan 2010.
15
Brookes S, Grint K. The new public leadership challenge. New York: Palgrave Macmillan 2010.
16
Grint K. Leadership: an enemy of the people? The International Journal of Leadership in Public Services. 2010;6:22–5.
17
Grint K. The cuckoo clock syndrome: addicted to command, allergic to leadership. European Management Journal. 2010;28:306–13. doi: 10.1016/j.emj.2010.05.002
18
Verweij M, Thompson M, editors. Clumsy solutions for a complex world: Governance, politics and plural perceptions. Basingstoke: Palgrave Macmillan 2006.
19
Verweij M, Thompson M. Clumsy solutions for a complex world: governance, politics and plural perceptions. Basingstoke: Palgrave Macmillan 2011.
20
Myers P, Hulks S, Wiggins L. Organizational Change: Perspectives on Theory and Practice. Oxford: Oxford University Press 2012.
21
Grint K. Negotiating Groundhog Ground Rules. Fuzzy management: contemporary ideas and practices at work. Oxford: Oxford University Press 1997:177–205.
22
Fisher R, Ury W, Patton B. Getting to yes: negotiating an agreement without giving in. 3rd ed. London: Random House Business 2012.
23
Harvard Business Review on negotiation and conflict resolution. Boston, Mass: Harvard Business School Press 2000.
24
Raiffa H. The art and science of negotiation. Cambridge, Mass: Harvard University Press 1982.
25
Thompson LL. The mind and heart of the negotiator. Sixth edition, global edition. Boston: Pearson 2015.
26
Myers P, Hulks S, Wiggins L. Organizational Change: Perspectives on Theory and Practice. Oxford: Oxford University Press 2012.
27
Barsade S, O’Neill O. Manage Your Emotional Culture. Harvard Business Review. 2016;94:58–66.
28
David S. 3 Ways to Better Understand Your Emotions. Harvard Business Review Digital Articles. Published Online First: 2016.
29
Kiefer T. Understanding the Emotional Experience of Organizational Change: Evidence from a Merger. Advances in Developing Human Resources. 2002;4:39–61. doi: 10.1177/1523422302004001004
30
Menzies IEP. A Case-Study in the Functioning of Social Systems as a Defence against Anxiety. Human Relations. 1960;13:95–121. doi: 10.1177/001872676001300201
31
Bartunek JM, Rousseau DM, Rudolph JW, et al. On the Receiving End: Sensemaking, Emotion, and Assessments of an Organizational Change Initiated by Others. The Journal of Applied Behavioral Science. 2006;42:182–206. doi: 10.1177/0021886305285455
32
Baum HS. Why School Systems Resist Reform: A Psychoanalytic Perspective. Human Relations. 2002;55:173–98. doi: 10.1177/0018726702055002182
33
Huy QN. Emotional Balancing of Organizational Continuity and Radical Change: The Contribution of Middle Managers. Administrative Science Quarterly. 2002;47. doi: 10.2307/3094890
34
Huy QN. Emotional Capability, Emotional Intelligence, and Radical Change. The Academy of Management Review. 1999;24:325–45.
35
Kiefer T. Feeling bad: antecedents and consequences of negative emotions in ongoing change. Journal of Organizational Behavior. 2005;26:875–97. doi: 10.1002/job.339
36
McGivern G, Ferlie E. Playing tick-box games: Interrelating defences in professional appraisal. Human Relations. 2007;60:1361–85. doi: 10.1177/0018726707082851
37
McGivern G. Dealing with disease and dying. Journal of Health Services Research & Policy. 2013;18:55–6. doi: 10.1258/jhsrp.2012.012092
38
Myers P, Hulks S, Wiggins L. Organizational Change: Perspectives on Theory and Practice. Oxford: Oxford University Press 2012.
39
Mabey C, Mayon-White WM, Open University. Managing change. London: Paul Chapman Publishing 1993.
40
Burnes B. Kurt Lewin and the Planned Approach to Change: A Re-appraisal. Journal of Management Studies. 2004;41:977–1002. doi: 10.1111/j.1467-6486.2004.00463.x
41
Weick KE, Quinn RE. Organizational change and development. Annual Review of Psychology. 1999;50:361–86. doi: 10.1146/annurev.psych.50.1.361
42
Mabey C, Mayon-White WM, Open University. Managing change. London: Paul Chapman Publishing 1993.
43
Schein EH. Kurt Lewin’s change theory in the field and in the classroom: Notes toward a model of managed learning. Systems Practice. 1996;9:27–47. doi: 10.1007/BF02173417
44
Sturdy A, Grey C. Beneath and Beyond Organizational Change Management: Exploring Alternatives. Organization. 2003;10:651–62. doi: 10.1177/13505084030104006
45
Sternberg RJ. The Nature of Creativity. Creativity Research Journal. 2006;18:87–98. doi: 10.1207/s15326934crj1801_10
46
Hughes K, Barsoux J-L, Manzoni J-F. Nissan’s U-turn: 1999-2001 Condensed Version of Redesigning Nissan (A & B). 2003.
47
Schein EH. Culture: The Missing Concept in Organization Studies. Administrative Science Quarterly. 1996;41:229–40.
48
Myers P, Hulks S, Wiggins L. Organizational Change: Perspectives on Theory and Practice. Oxford: Oxford University Press 2012.
49
Hatch MJ. The Dynamics of Organizational Culture. The Academy of Management Review. 1993;18:657–93.
50
Gagliardi P. The Creation and Change of Organizational Cultures: A Conceptual Framework. Organization Studies (Walter de Gruyter GmbH & Co KG). 1986;7:117–34.
51
Ghosn C. Saving the Business Without Losing the Company. Harvard Business Review. 2002;80:37–45.
52
Santos J, Williamson P. The New Mission for Multinationals. MIT Sloan Management Review. 2015;56:45–54.
53
Myers P, Hulks S, Wiggins L. Organizational Change: Perspectives on Theory and Practice. Oxford: Oxford University Press 2012.
54
Crossan MM, Lane HW, White RE. An Organizational Learning Framework: From Intuition to Institution. The Academy of Management Review. 1999;24:522–37.
55
Garvin D, Edmondson A, Gino F. Is Yours a Learning Organization? Harvard Business Review. 2008;86:109–16.
56
Brown JS, Duguid P. Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation. Organization Science. 1991;2:40–57.
57
Collison C, Parcell G. Learning to fly: practical knowledge management from some of the world’s leading learning organizations. 2nd ed. Chichester, West Sussex: Capstone 2004.
58
Newell S. Managing knowledge work and innovation. 2nd ed. Basingstoke: Palgrave Macmillan 2009.
59
Nonaka I. A Dynamic Theory of Organizational Knowledge Creation. Organization Science. 1994;5:14–37.
60
Schein EH. Kurt Lewin’s change theory in the field and in the classroom: Notes toward a model of managed learning. Systems Practice. 1996;9:27–47. doi: 10.1007/BF02173417
61
Dickens L, Watkins K. Action research: Rethinking Lewin. Management Learning. 1999;30:127–40.
62
Edmondson A, Bohmer R, Pisano G. Speeding up Team Learning. Harvard Business Review. 2001;79:125–32.
63
Marsick V, O’Neil J. The many faces of action learning. Management Learning. ;30:159–76.
64
Wenger EC, Snyder WM. Communities of Practice: The Organizational Frontier. Harvard Business Review. 2000;78:139–45.
65
Wenger E, McDermott RA, Snyder W. Cultivating communities of practice: a guide to managing knowledge. Boston, Mass: Harvard Business School Press 2002.
66
Wenger E, McDermott RA, Snyder W. Cultivating communities of practice: a guide to managing knowledge. Boston, Mass: Harvard Business School Press 2002.
67
Lewis DB, Vandekerckhove W. Developments in whistleblowing research 2015. International Whistleblowing Research Network 2015.
68
Grant C. Whistle Blowers: Saints of Secular Culture. Journal of Business Ethics. 2002;39:391–9.
69
Perry N. Indecent Exposures: Theorizing Whistleblowing. Organization Studies. 1998;19:235–57.
70
Butler J. The psychic life of power: theories in subjection. Stanford, Calif: Stanford University Press 1997.
71
Rothschild J, Miethe TD. Whistle-Blower Disclosures and Management Retaliation: The Battle to Control Information about Organization Corruption. Work and Occupations. 1999;26:107–28. doi: 10.1177/0730888499026001006