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Journal of Change Management
Reframing Leadership and Organizational Practice
Volume 18, 2018 - Issue 1
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Editorial

Understanding Teams in Order to Understand Organizational Change: The OTIC Model of Organizational Change

Rune Todnem ByStaffordshire University Business School, Staffordshire University, Stoke-on-Trent, UKCorrespondence[email protected]
ORCID Iconhttp://orcid.org/0000-0002-3817-049X
ORCID Icon,
Ben KuipersInstitute of Public Administration, Leiden University, Leiden, NetherlandsORCID Iconhttp://orcid.org/0000-0003-0592-1709
ORCID Icon &
Stephen ProcterNewcastle University Business School, Newcastle University, Newcastle upon Tyne, UKORCID Iconhttp://orcid.org/0000-0002-7408-3721
ORCID Icon
Pages 1-9 | Published online: 28 Feb 2018

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N. de Metz, M. Jansen van Rensburg & A. Davis. (2023) Acting Strategically During Change: A Process and Dwelling World-view Approach. Journal of Change Management 23:3, pages 250-268.
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Malcolm Higgs. (2022) Reflections: Insomnia? Try Counting Leadership Theories. Journal of Change Management 22:4, pages 355-372.
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Benjamin P. Dean. (2022) Developing and Leading Ambidextrous Teams: A Team-Centric Framework of Ambidexterity in Volatile Environments. Journal of Change Management 22:2, pages 120-146.
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Paul C. Endrejat, Annika Luisa Meinecke & Simone Kauffeld. (2020) Get the Crowd Going: Eliciting and Maintaining Change Readiness Through Solution-Focused Communication. Journal of Change Management 20:1, pages 35-58.
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Jaana Woiceshyn, Jo-Louise Huq, Kenneth Blades & Sachin R. Pendharkar. (2020) Microdynamics of Implementing Planned Change on Organizations’ Front Line. Journal of Change Management 20:1, pages 59-80.
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