Doomed to Fail: A Case Study of Change Implementation Collapse In the Norwegian Civil Aviation Industry

References

• Aldrich , H. 1999 . Organizations Evolving , London : SAGE .
   Google Scholar
• Allen , J. , Jimmieson , N. L. , Bordia , P. and Irmer , B. E. 2007 . Uncertainty during organizational change: managing perceptions through communication . Journal of Change Management , 7 ( 2 ) : 187 – 210 .
   Google Scholar
• Allen , T. D. , Freeman , D. M. , Russell , J. E.A. , Reizenstein , R. C. and Rentz , J. O. 2001 . Survivor reactions to organizational downsizing: does time ease the pain? . Journal of Occupational and Organizational Psychology , 74 : 145 – 164 .
   Web of Science ®Google Scholar
• Amis , J. , Slack , T. and Hinings , C. R. 2004 . The pace, sequence, and linearity of radical change . Academy of Management Journal , 47 ( 1 ) : 15 – 39 .
   Web of Science ®Google Scholar
• Armenakis , A. A. and Harris , S. G. 2002 . Crafting a change message to create transformational readiness . Journal of Organizational Change Management , 15 ( 2 ) : 169 – 183 .
   Web of Science ®Google Scholar
• Armenakis , A. A. and Harris , S. G. 2009 . Reflections: our journey in organizational change research and practice . Journal of Change Management , 9 ( 2 ) : 127 – 142 .
   Google Scholar
• Armenakis , A. A. , Harris , S. G. and Field , H. S. 1999 . Making change permanaent: a model for institutionalizing change interventions . Research in Organizational Change and Development , 12 : 97 – 128 .
   Google Scholar
• Armenakis , A. A. , Harris , S. G. and Mossholder , K. 1993 . Creating organizational readiness for change . Human Relations , 46 : 681 – 703 .
   Web of Science ®Google Scholar
• Avinor Corporate Handbook (2004) (not available to the public)
   Google Scholar
• Bamford , D. and Daniel , S. 2005 . A case study of change management within the NHS . Journal of Change Management , 5 ( 4 ) : 391 – 406 .
   Google Scholar
• Beer , M. , Eisenstat , R. and Spector , B. 1990 . Why change programs don't produce change . Harvard Business Review , 68 : 158 – 166 .
   PubMed Web of Science ®Google Scholar
• Beer , M. and Nohria , N. 2000 . Cracking the code of change . Harvard Business Review , 38 ( 3 ) : 133 – 141 .
   Google Scholar
• Beyer , J. B. 1981 . “ Ideologies, values, and decision-making in organizations ” . In Handbook of Organizational Design , Edited by: Nystrom , P. and Starbuck , W. 166 – 201 . New York : Oxford University Press .
   Google Scholar
• Bluedorn , A. C. and Lundgren , E. F. 1992 . A culture-match perspective for strategic change . Research in Organizational Change and Development , 7 : 137 – 179 .
   Google Scholar
• Bovey , W. H. and Hede , A. 2001 . Resistance to organizational change: the role of defence mechanisms . Journal of Managerial Psychology , 6 : 21 – 30 .
   Google Scholar
• Brockner , J. , Konovsky , M. , Cooper-Schneider , R. , Folger , R. , Marrin , C. and Bies , R. J. 1994 . Interactive effects of procedural justice and outcome negativity on victims and survivors of job loss . Academy of Management Journal , 37 : 397 – 409 .
   Web of Science ®Google Scholar
• Brown , A. 1995 . Organisational Culture , London : Pitman .
   Google Scholar
• Burke , W. W. 1994 . Organization Development: A Process of Learning and Changing , 2 , Reading, MA : Addison-Wesley .
   Google Scholar
• Burnes , B. 2004 . Managing Change: A Strategic Approach to Organizational Dynamics , 4 , Harlow, , UK : Prentice Hall .
   Google Scholar
• By , R. T. 2005 . Organisational change management: a critical review . Journal of Change Management , 5 ( 4 ) : 369 – 380 .
   Google Scholar
• By , R. T. 2007 . Ready or not . Journal of Change Management , 7 ( 1 ) : 3 – 11 .
   Google Scholar
• By , R. T. , Diefenbach , T. and Klarner , P. 2008 . Getting organizational change right in public services: the case of European higher education . Journal of Change Management , 8 ( 1 ) : 21 – 35 .
   Google Scholar
• Chapman , J. 2002 . A framework for transformational change in organizations . Leadership and Organization Development Journal , 23 ( 1 ) : 16 – 25 .
   Google Scholar
• Cotton , J. L. , Vollrath , D. A. , Frogan , K. C. , Lengnick-Hall , M. L. and Jennings , K. R. 1988 . Employee participation; diverse forms and different outcomes . Academy of Management Review , 13 : 8 – 22 .
   Web of Science ®Google Scholar
• Dasborough , M. , Frick , G. , Lamb , P. and Suseno , Y. Emotions in mergers: a phenomenological approach . Paper presented at the Academy of Management Meeting . Seattle, WA.
   Google Scholar
• Dunphy , D. 1996 . Organizational change in corporate setting . Human Relations , 49 ( 5 ) : 541 – 552 .
   Web of Science ®Google Scholar
• Dunphy , D. and Griffiths , A. 2002 . Heresies to orthodoxies: organizational renewal in Australia 1966–1996 . Management Decision , 40 ( 1/2 ) : 74 – 82 .
   Google Scholar
• Dunphy , D. and Stace , D. 1990 . Under New Management: Australian Organizations in Transition , Sydney : McGraw-Hill .
   Google Scholar
• Elsmore , P. 2001 . Organisational Culture: Organisational Change , Aldershot, , UK : Gower .
   Google Scholar
• Emery , F. and Emery , M. 1993 . “ Participative design at the organizational level ” . In Participative Design for Participative Democracy , 2 , Edited by: Emery , M. Canberra : Centre for Continuing Education, Australian National University .
   Google Scholar
• Floyd , S. W. and Woolridge , B. 1992 . Middle management involvement in strategy and its association with strategic type: a research note . Strategic Management Journal , 13 ( Special Issue ) : 153 – 167 .
   Google Scholar
• Geertz , C. 1973 . The Interpretation of Culture , New York : Basic Books .
   Google Scholar
• Gopinath , C. and Becker , T. E. 2000 . Communication, procedural justice, and employee attitudes: relationships under conditions of divestiture . Journal of Management , 26 : 63 – 83 .
   Web of Science ®Google Scholar
• Gregory , K. 1983 . Native view paradigms: multiple cultures and culture conflicts in organizations . Administrative Sciences Quarterly , 28 : 359 – 376 .
   Web of Science ®Google Scholar
• Greiner , L. 1967 . Patterns of organization change . Harvard Business Review , 45 ( 3 ) : 119 – 130 .
   Web of Science ®Google Scholar
• Guth , W. D. and MacMillan , I. C. 1986 . Strategy implementation versus middle management self-interest . Strategic Management Journal , 7 : 313 – 327 .
   Web of Science ®Google Scholar
• Hambrick , D. C. and Mason , P. 1984 . Upper echelons: the organization as a reflection of its top managers . Academy of Management Review , 9 : 193 – 206 .
   Web of Science ®Google Scholar
• Hardy , C. 1995 . “ Managing strategic change: power, paralysis and perspective ” . In Advances in Strategic Management , Edited by: Srivastava , P. and Lamb , R. Greenwich, CT : JAI Press .
   Google Scholar
• Havarikommisjonen for Sivil Luftfart og Jernbane (HSLB) (2005) Safety in Norwegian Civil Aviation during Change Processes Report. Available at: http://www.aibn.no/luftrfart/rapporter/2005-35eng
   Google Scholar
• Huy , Q. N. 2002 . Emotional balancing of organizational continuity and radical change: the contribution of middle managers . Administrative Science Quarterly , 47 : 31 – 69 .
   Web of Science ®Google Scholar
• International Civil Aviation Organization . 2002 . Meeting of Directors of Civil Aviation of Caribbean Region (CAR/DCA/1), Grand Cayman, Cayman Islands, 8–11 October 2002
   Google Scholar
• Isabella , L. 1990 . Evolving interpretations as change unfold: how managers construe key events . Academy of Management Journal , 33 : 7 – 41 .
   Web of Science ®Google Scholar
• Johnson-Cramer , M. E. , Cross , R. L. and Yan , A. 2003 . Sources of fidelity in purposive organizational change: lessons from a re-engineering case . Journal of Management Studies , 40 : 1837 – 1870 .
   Web of Science ®Google Scholar
• Jones , R. A. , Jimmieson , N. L. and Griffiths , A. 2005 . The impact of organizational culture and reshaping capabilities on change implementation success: the mediating role of readiness for change . Journal of Management Studies , 42 ( 2 ) : 361 – 386 .
   Web of Science ®Google Scholar
• Kickul , J. , Lester , S. W. and Finkl , J. 2002 . Promise breaking during organizational change: do justice interventions make a difference? . Journal of Organizational Behavior , 23 : 469 – 488 .
   Web of Science ®Google Scholar
• King , W. R. and Rodriguez , J. I. 1981 . Participative design of strategic decision support systems: an empirical assessment . Management Science , 27 : 717 – 726 .
   Web of Science ®Google Scholar
• Korsgaard , M. A. , Schweiger , D. and Sapienza , H. 1995 . Building commitment, attachment and trust in strategic decision-making teams: the role of procedural justice . Academy of Management Journal , 38 ( 1 ) : 60 – 84 .
   Web of Science ®Google Scholar
• Lawler , E. 1992 . The Ultimate Advantage: Creating High Involvement Organizations , San Franrisco, CA : Jossey-Bass .
   Google Scholar
• Leavitt , H. 1965 . “ Applied organizational change in industry: structural, technological and humanistic approaches ” . In Handbook of Organizations , Edited by: March , J. G. Chicago, IL : Rand McNally .
   Google Scholar
• Lines , R. 2004 . Influence of participation in strategic change: resistance, organizational commitment and change goal achievement . Journal of Change Management , 4 ( 3 ) : 193 – 215 .
   Google Scholar
• Lines , R. 2005 . The structure and function of attitudes toward organizational change . Human Resource Development Review , 4 : 1
   Google Scholar
• Lines , R. 2007 . Using power to install strategy: the relationships between expert power, position power, influence tactics and implementation success . Journal of Change Management , 7 ( 2 ) : 143 – 170 .
   Google Scholar
• Lofquist , E. A. 2008 . “ Measuring the effects of strategic change on safety in a high reliability organization ” . Bergen, , Norway Dissertation Norwegian School of Economics and Business Administration
   Google Scholar
• Lofquist , E. A. 2010 . The art of measuring nothing: the paradox of measuring safety in a changing civil aviation industry using traditional safety metrics . Safety Science , 48 : 1520 – 1529 .
   Web of Science ®Google Scholar
• Lofquist , E. A. and Lines , R. 2009 . “ Delayed due to heavy turbulence: an analysis of power, political tactics and, ultimately, the abortion of a major organizational change initiative ” . In Managing Organizational Change in Public Services: International Issues, Challenges and Cases , Edited by: By , R. T. and MacLeod , C. 157 – 178 . London : Routledge .
   Google Scholar
• Louis , M. 1983 . “ Organizations as culture bearing milieux ” . In Organizational Symbolism , Edited by: Pondy , L. , Frost , P. , Morgan , G. and Dandridge , T. 39 – 54 . Greenwich, CT : JAI Press .
   Google Scholar
• Martin , J. and Seihl , C. 1983 . Organizational cultures and counter-culture: an uneasy symbiosis . Organisational Dynamics , 12 ( 2 ) : 52 – 64 .
   Web of Science ®Google Scholar
• Martin , J. , Sitkin , S. and Boehm , M. 1985 . “ Founders and the elusiveness of a cultural legacy ” . In Organizational Culture: The Meaning of Life in the Workplace , Edited by: Frost , P. , Moore , L. , Louis , M. , Lundberg , C. and Martin , J. Beverly Hills, CA : SAGE .
   Google Scholar
• Meyer , C. B. and Stensaker , I. G. Developing capacity for change action . Academy of Management Annual Conference, Organizational Development and Change .
   Google Scholar
• Meyerson , D. and Martin , J. 1987 . Cultural change: an integration of three different views . Journal of Management Studies , 24 ( 6 ) : 623 – 647 .
   Web of Science ®Google Scholar
• Miller , D. , Kets de Vries , M. and Toulouse , J. 1982 . Top executive locus of control and its relationship to strategy making, structure, and environment . Academy of Management Journal , 25 : 237 – 253 .
   Web of Science ®Google Scholar
• Miller , D. and Toulouse , J. 1986 . Chief executive personality and corporate strategy and structure in small firms . Management Science , 32 : 1389 – 1409 .
   Web of Science ®Google Scholar
• Miller , K. I. and Monge , P. R. 1986 . Participation, satisfaction and productivity: a meta-analytic review . Academy of Management Journal , 29 : 727 – 753 .
   Web of Science ®Google Scholar
• Mintzberg , H. and Waters , J. A. 1985 . Of strategies, deliberate and emergent . Strategic Management Journal , 6 : 257 – 272 .
   Web of Science ®Google Scholar
• Nikolaou , I. , Gouras , A. , Vakola , M. and Bourantas , D. 2007 . selecting change agents: exploring traits and skills in a simulated environment . Journal of Change Management , 7 ( 3/4 ) : 291 – 313 .
   Google Scholar
• Nord , W. 1985 . “ Can organizational culture be managed? ” . In Organizational Culture: The Meaning of Life in the Workplace , Edited by: Frost , P. , Moore , L. , Louis , M. , Lundberg , C. and Martin , J. Beverly Hills, CA : SAGE .
   Google Scholar
• Page , M. , Wallace , I. , McFarlane , W. and Law , J. 2008 . Emergent change and its implications for professional autonomy and managerial control: a case study from midwifery . Journal of Change Management , 8 ( 3/4 ) : 249 – 263 .
   Google Scholar
• Piderit , S. K. 2000 . Rethinking resistance and recognizing ambivalence: a multidimensional view of attitudes toward an organizational change . Academy of Management Review , 25 ( 4 ) : 783 – 794 .
   Web of Science ®Google Scholar
• Powell , G. and Posner , B. 1980 . Managing change: attitudes, targets, problems and strategies . Group and Organizational Studies , 5 : 310 – 323 .
   Google Scholar
• Quinn , R. E. 2004 . Building the Bridge as You Walk On It: A Guide for Leading Change , San Francisco, CA : Jossey-Bass .
   Google Scholar
• Reason , J. 1997 . Managing the Risks of Organizational Accidents , Aldershot, , UK : Ashgate .
   Google Scholar
• Russ , T. L. 2008 . Communicating change: a review and critical analysis of programmatic and participatory implementation approaches . Journal of Change Management , 8 ( 3/4 ) : 199 – 211 .
   Google Scholar
• Schein , E. H. 1983 . The role of the founder in creating organizational culture . Organizational Dynamics , Summer, 13–28
   Web of Science ®Google Scholar
• Schein , E. H. 2004 . Organizational Culture and Leadership , San Francisco, CA : Josey-Bass .
   Google Scholar
• Self , D. R. , Armenakis , A. A. and Schraeder , M. 2007 . Organizational change content, process, and context: a simultaneous analysis of employee reactions . Journal of Change Management , 7 ( 2 ) : 211 – 229 .
   Google Scholar
• Staw , B. M. 1976 . Knee-deep in the big muddy: a study of escalating commitment to a chosen course of action . Organizational Behavior and Human Performance , 16 ( 1 ) : 27 – 44 .
   Web of Science ®Google Scholar
• Starbuck , W. , Greve , A. and Hedberg , B. 1978 . Responding to crisis . Journal of Business Administration , 9 ( 2 ) : 111 – 137 .
   Google Scholar
• Trice , H. and Beyer , J. 1984 . Studying organizational cultures through rites and ceremonials . Academy of Management Review , 9 : 653 – 669 .
   Web of Science ®Google Scholar
• Van de Ven , A. H. and Huber , G. P. 1990 . Longitudinal field research methods for studying processes of organizational change . Organization Science , 1 ( 3 ) : 213 – 219 .
   Web of Science ®Google Scholar
• Van Maanen , J. and Barley , S. 1984 . “ Occupational communities: culture and control in organizations ” . In Research on Organizational Behavior , Edited by: Staw , B. and Cummings , L. 6 Greenwich, CT : JAI Press .
   Google Scholar
• Waldersee , R. and Griffiths , A. 2004 . Implementing change: matching implementation methods and change type . Leadership and Development Journal , 25 ( 5 ) : 424 – 434 .
   Google Scholar
• Weick , K. E. 1995 . Sensemaking in Organizations , Thousand Oaks, CA : SAGE .
   Google Scholar
• Weick , K. and Quinn , R. 1999 . Organizational change and development . Annual Review of Psychology , 50 : 361 – 386 .
   PubMed Web of Science ®Google Scholar
• Wilkins, A.L. (1983) Organizational stories as symbols which control the organization, in: L. R. Pondy, P. Frost, G. Morgan and T. Dandridge (eds) Organizational symbolism (Greenwich, CT: JAI Press).
   Google Scholar