REFERENCES
- Francis, Dave, and John Bessant. “Targeting Innovation and Implications for Capability Development.” Technovation (2005): 171–83. Print.
- Garavan, Thoms N., and Ronan Carbery. “Managing Intentionally Created Communities of Practice for Knowledge Sourcing Across Organizational Boundaries: Insights on the Role of the CoP Manager.” The Learning Organization 14.1 (2007): 34–49. . Print.
- Jones, Mark, and Fran Samalionis.“From Small Ideas to Radical Service Innovation.” Design Management Review 19.1 (2008): 20–27. . Print.
- Krogh, Georgvon. “Care in Knowledge Creation.” California Management Review 40.3 (1998): 133–53. Print.
- Leong, Julia, and Anderson, Craig. “Fostering Innovation Through Cultural Change.” Library Management 3.8/9 (2012): 490–97. . Print.
- Paton, Barbara et al. “The Transit Lounge: A View of Organizational Change from a Point in the Journey.” Library Management 29.1/2 (2008): 87–103. Print.
- Senge, Peter M. The Dance of Change: The Challenges of Sustaining Momentum in Learning Organizations. London: Nicholas Brealey, 1999. Print.
- Stoffle, Carla J. et al. “Choosing Our Futures.” College & Research Libraries 57.3 (1996): 213–25. Print.
- The University of Manchester.“Manchester 2020; the Strategic Plan for the University of Manchester.” 2012. Web. 25 Apr. 2014. . <http://documents.manchester.ac.uk/display.aspx?DocID=11953>.
- The University of Manchester Library. “New Directions 2009-12.” 2009. Web. 25 Apr. 2014. . <http://www.library.manchester.ac.uk/aboutus/strategy/_files2/new-directions-2009-2012.pdf >.
- The University of Manchester Library. “The University of Manchester Library; Leading, Challenging and Connecting 2013-2016 [draft].” 2013. Web. 25 Apr. 2014. . <http://www.library.manchester.ac.uk/aboutus/strategy/_files/strategy-2013-2016-consultation-draft.pdf >.
- Walton, Graham. “Theory, Research, and Practice in Library Management 4: Creativity.” Library management 29.1/2 (2008): 125–31. Print.
FURTHER READING (SELECTED)
- Bartunek, Jean M. and Michael K. Moch. “Third Order Organizational Change and the Western Mystical Tradition.” Journal of Organizational Change Management 7.1 (1994): 24–41. Print.
- Cauwenbergh, Andrevan, and Karen Cool. “Strategic Management in a New Framework.” Strategic Management Journal 3 (1982): 245–64. Print.
- Chaffee, EllenEarle. “Three Models of Strategy.” Academy of Management Review 10.1 (1985): 89–98. Print.
- Coopey, John. “Learning to Trust and Trusting to Learn: A Role for Radical Theatre.” Management Learning 29.3 (1998): 365–82. Print.
- Damanpour, Fariborz, and Deepa Aravind. “Organizational Structure and Innovation Revisited: From Organic to Ambidextrous Structure.” Ed.Michael D. Mumford, Handbook of Organizational Creativity. Burlington: Elsevier Science, 2011. 483–513. Print.
- Dandira, Martin. “Involvement of Implementers: Missing Element in Strategy Formulation.” Business Strategy Series 12.1 (2011): 30–34. Print.
- Dovey, Ken. “The Learning Organization and the Organization of Learning: Power, Transformation and the Search for Form in Learning Organizations.” Management Learning 28.3 (1997): 331–49. Print.
- Hawkins, Peter. “The Spiritual Dimension of the Learning Organization.” Management Education and Development 22.3 (1991): 172–87. Print.
- Horn, Anne. “Strategic Competence: To Soar Above.” Library Management 29.1/2 (2007): 5–17. Print.
- Horn, Anne. “Innovation in Academic Libraries: An Analysis of University Librarians’ Perspectives.” Library & Information Science Research 34 (2012): 3–12. Print.
- Jantz, Ronald C. “A Framework for Studying Organizational Innovation in Research Libraries.” College & Research Libraries November 2012 (2012): 525–41. . Print.
- Kenny, John. “Strategy and the Learning Organization: A Maturity Model for the Formulation of Strategy.” The Learning Organization 13.4 (2006): 353–68. Print.
- Kinjerski, Val, and Berna J. Skrypnek. “Creating Organizational Conditions that Foster Employee Spirit at Work.” Leadership and Organization Development Journal 27.4 (2006): 280–95. Print.
- Kofman, Fred, and Peter M. Senge. “Communities of Commitment: The Heart of Learning Organizations.” Organizational Dynamics 22.2 (1993): 4–23. Print.
- Kotter, John P., and Dan S. Cohen. The Heart of Change: Real-Life Stories of How People Change Their Organizations. Boston: Harvard Business School Press, 2002. Print.
- Lester, Don H. “Critical Success Factors for New Product Development.” Research Technology Management 41.1 (1998): 36–43. Print.
- Mintzberg, Henry. The Rise and Fall of Strategic Planning. London: Prentice-Hall, 1994. Print.
- Stacey, Ralph D. “The Science of Complexity: An Alternative Perspective for Strategic Change Processes.” Strategic Management Journal 16.6 (1995): 477–95. Print.
- Tosey, Paul, and Graham Robinson. “When Change is No Longer Enough: What Do We Mean by ‘Transformation’ in Organizational Change Work?” The TQM Magazine 14.2 (2002): 100–09. Print.
- Tushman, Michael L., and Charles A. O’Reilly. “Ambidextrous Organizations: Managing Evolutionary and Revolutionary Change.” California Management Review 38.4 (1996): 8–30. Print.