Publication Cover
Journal of Change Management
Reframing Leadership and Organizational Practice
Volume 14, 2014 - Issue 1
8,853
Views
57
CrossRef citations to date
0
Altmetric
Original Articles

Reflections: In Praise of Silent Transformation – Allowing Change Through ‘Letting Happen’

References

  • Armenakis, A. A., & Bedeiam, A. G. (1999). Organizational change: A review of theory and research in the 1990s. Journal of Management, 25, 293–315. doi: 10.1177/014920639902500303
  • Bastien, D. T., McPhee, R. D., & Bolton, K. A. (1995). A study and extended theory of the structuration of climate. Communication Monographs, 62, 87–109. doi: 10.1080/03637759509376351
  • Beer, M., & Nohria, N. (Eds.). (2000). Breaking the code of change. Boston, MA: Harvard Business School Press.
  • Bergson, H. (1911/1998). Creative evolution. Mineola, NY: Dover Publications.
  • Bergson, H. (1946/1992). The creative mind. New York, NY: Citadel Press.
  • Bourdieu, P. (1990). The logic of practice. Cambridge: Polity Press.
  • Bourgeois, L. J., & Eisenhardt, K. M. (1988). Strategic decision processes in high velocity environments: Four cases in the microcomputer industry. Management Science, 34(7), 816–835. doi: 10.1287/mnsc.34.7.816
  • Burgelman, R., & Grove, A. (2007). Let chaos reign, then reign in chaos – repeatedly: Managing strategic dynamics for corporate longevity. Strategic Management Journal, 28, 965–979. doi: 10.1002/smj.625
  • By, R. T., Burnes, B., & Oswick, C. (2011). Change management: The road ahead. Journal of Change Management, 11(1), 1–6. doi: 10.1080/14697017.2011.548936
  • Cameron, K. S. (1994). Strategies for successful organizational downsizing. Human Resource Management, 33, 188–211.
  • Chan, W.-T. (1963). A sourcebook in Chinese philosophy. Princeton, NJ: Princeton University Press.
  • Chia, R. (1994). The concept of decision – a deconstructive analysis. Journal of Management Studies, 31(6), 781–806. doi: 10.1111/j.1467-6486.1994.tb00639.x
  • Chia, R. (1999). A rhizomic model of organizational change and transformation: Perspective from a metaphysic of change. Journal of Management Studies, 10, 209–227.
  • Chia, R. (2003). From knowledge-creation to the perfecting of action: Tao, Basho and pure experience as the ultimate ground of knowing. Human Relations, 56, 953–981. doi: 10.1177/00187267030568003
  • Chia, R., & Holt, R. (2009). Strategy without design: The silent efficacy of indirect action. Cambridge: Cambridge University Press.
  • Czarniawska, B., & Joerges, B. (1996). Travels of ideas. In B. Czarniawska & G. Sevón, (Eds.), Translating organizational change (pp. 13–48). Berlin: Walter de Gruyter.
  • Dawson, P. (2003). Organizational change: A processual approach. London: Routledge.
  • Dunne, J. (1993). Back to the rough ground: ‘Phronesis’ and ‘Techne’ in modern philosophy and in Aristotle. Notre Dame: University of Notre Dame Press
  • Fairhurst, G. T., Cooren, F., & Cahill, D. J. (2002). Discursiveness, contradiction, and unintended consequences in successive downsizings. Management Communication Quarterly, 15, 501–540. doi: 10.1177/0893318902154001
  • Falconer, J. (2002). Emergence happens! Misguided paradigms regarding organizational change and the role of complexity and patterns in the change landscape. Emergence, 4(1/2), 117–130. doi: 10.1207/S15327000EM041&2-11
  • Feldman, M. (1989). Order without design. Stanford, CA: Stanford University Press.
  • Feldman, M. (2000). Organizational routines as a source of continuous change. Organization Science, 11(6), 611–629. doi: 10.1287/orsc.11.6.611.12529
  • Ferguson, A. (1767/1966). An essay on the history of civil society(D. Forbes, Ed.) Edinburgh: Edinburgh University Press.
  • Flyvbjerg, B. (1998). Rationality and power: Democracy in practice. Chicago, IL: The University of Chicago Press.
  • Gersick, C. J. (1991). Revolutionary change theories: A multilevel exploration of the punctuated equilibrium paradigm. Academy of Management Review, 16, 10–36.
  • Gilmore, T., Shea, G., & Useem, M. (1997). Side effects of corporate cultural transformations. Journal of Applied Behavioral Science, 33, 174–189. doi: 10.1177/0021886397332007
  • Greenwood, R., & Hinings, C. R. (1996). Understanding radical organizational change: Bringing together the old and the new institutionalism. Academy of Management Review, 21, 1022–1054.
  • Hanson, V. D. (1989). The western way of war. London: Hodder and Stoughton.
  • Harris, L. C., & Ogbonna, E. (2002). The unintended consequences of culture interventions: A study of unexpected outcomes. British Journal of Management, 13, 31–50. doi: 10.1111/1467-8551.00221
  • Hayek, F. A. (1948). Individualism and economic order. Chicago, IL: University of Chicago Press.
  • Hendry, C. (1996). Understanding and creating whole organizational change through learning theory. Human Relations, 48(5), 621–641. doi: 10.1177/001872679604900505
  • Herrigel, E. (1953/1985). Zen in the art of archery. London: Arkana.
  • Ho, K. P. (2009, November 18). Curbing the rise of the hero-CEO. Straits Times.
  • Iaccoca, L., & Novak, W. (1984). Iacocca: An autobiography. New York, NY: Bantam Books.
  • James, W. (1911/1996). Some problems of philosophy. Lincoln, NE: University of Nebraska Press.
  • Jarzabkowski, P. (2008). Shaping strategy as a structuration process. Academy of Management Journal, 51, 621–650.
  • Jullien, F. (1999). The propenssity of things: Towards a history of efficacy in China. New York, NY: Zone Books.
  • Jullien, F. (2000). Detour and access: Strategies of meaning in China and Greece. New York, NY: Zone Books.
  • Jullien, F. (2004). A treatise on efficacy: Between Western and Chinese thinking. Honolulu: University of Hawaii Press.
  • Jullien, F. (2011). The silent transformation. London: Seagull Books.
  • Kanter, R. M. (1983). The change masters. New York, NY: Touchstone.
  • Kanter, R. M., Stein, B. A., & Jick, T. D. (1992). The challenge of organizational change. New York, NY: Free Press.
  • Kay, J. (2010). Obliquity: Why our goals are best achieved indirectly. London: Profile Books.
  • Keats, J. ([1817] 2002). Letters to George and Tom Keats, 21st December 1817. In G. F. Scott, (Ed.), Selected letters of John Keats. Cambridge, MA: Harvard University Press.
  • Lewin, K. (1952). Psychological ecology. In D. Cartwright (Ed.), Field theory in social science (pp. 170–187). London: Social Science Paperbacks.
  • Maruyama, M. (1963). The second cybernetics: Deviation-amplifying, mutual causal processes. American Scientist, 51, 164–179.
  • Matsushita, K. (1978/1986). My management philosophy. (National Productivity Board, Singapore, Trans.) Tokyo: PHP Institute.
  • Matsushita, K. (1994/2002). The heart of management. New York: PHP Institute.
  • McKinley, W., & Scherer, A. G. (2000). Some unanticipated consequences of organizational restructuring. Academy of Management Review, 25, 735–753.
  • Merton, R. (1936). The unanticipated consequences of purposive social action. American Sociological Review, 1, 894–904. doi: 10.2307/2084615
  • Miller, D., & Friessen, P. H. (1980). Momentum and revolution in organizational adaptation. Academy of Management Journal, 23, 591–614. doi: 10.2307/255551
  • Mintzberg, H., & Waters, J. A. (1985). Of strategies, deliberate and emergent. Strategic Management Journal, 6(3), 257–272.
  • Mintzberg, H., & Westley, F. (1992). Cycles of organizational change. Strategic Management Journal, 13, 39–59. doi: 10.1002/smj.4250130905
  • Orlikowski, W. J. (1996). Improvising organizational transformation over time: A situated change perspective. Information Systems Research, 7(1), 63–92. doi: 10.1287/isre.7.1.63
  • Peters, T. (1989). Thriving on chaos. London: Pan.
  • Pettigrew, A. M., Woodman, R. W., & Cameron, K. S. (2001). Studying organizational change and development: Challenges for future research. Academy of Management Journal, 44(4), 697–713. doi: 10.2307/3069411
  • Plowman, D. A., Baker, L. T., Beck, T. E., Kulkarni, M., Solansky, S. T., & Travis, D. V. (2007). Radical change accidentally: The emergence and amplification of small change. Academy of Management Journal, 50(3), 515–543. doi: 10.5465/AMJ.2007.25525647
  • Rescher, N. (1996). Process metaphysics. Albany, NY: State University of New York Press.
  • Romanelli, E., & Tushman, M. L. (1994). Organizational transformation as punctuated equilibrium: An empirical test. Academy of Management Journal, 37, 1141–1166. doi: 10.2307/256669
  • Ruskin, J. (1927). The complete works (Vol. XV). London: Weidenfeld & Nicolson.
  • Scott, J. 1998. Seeing like a state: How certain schemes to improve the human condition have failed. New Haven, CT: Yale University Press.
  • Smith, A. (1894). Chinese characteristics. New York, NY: Fleming H. Revell.
  • Smith, A. (1759/2010). The theory of moral sentiments. London: Penguin Classics.
  • Strickland, F. (1998). The dynamics of change: Insights into organisational transition from the natural world. London: Routledge.
  • Taleb, N. (2007). The black swan. London: Penguin Books.
  • Tolstoy, L. (2006). Anna Karenina. London: Penguin Classics.
  • Tushman, M. L., & Romanelli, E. (1985). Organizational evolution: A metamorphosis model of convergence and reorientation. In L. L. Cummings & B. Staw (Eds.), Research in organizational behavior (vol. 7, pp. 171–222). Bingley: JAI Press.
  • Ullman, H. K., & Wade, J. P. (2013). Shock and awe: Achieving rapid dominance. New York, NY: CreateSpace Independent Publishing.
  • Von Mises, L. (1949). Human action. London: William Hodge.
  • Watson, B. (1968). The complete works of Chuang Tzu. New York, NY: Columbia University Press.
  • Weick, K. E. (2000). Emergent change as a universal in organisations. In M. Beer & N. Nohria (Eds.), Breaking the code of change (pp. 223–241). Boston, MA: Harvard Business School Press.
  • Weick, K. E. (2001). Making sense of the organization. Oxford: Blackwell Publishers.
  • Weick, K. E. (2009). Making sense of the organization: The impermanent organization. West Sussex: John Wiley and Sons.
  • Weick, K. E., & Quinn, R. E. (1999). Organizational change and development. Annual Review of Psychology, 50, 361–386. doi: 10.1146/annurev.psych.50.1.361
  • Wheelwright, P. (1974). Heraclitus. New York, NY: Atheneum.
  • Whetten, D. A., & Cameron, K. S. (1994). Organizational-level productivity initiatives: The case of downsizing. In D. H. Harris (Ed.), Organizational linkages: Understanding the productivityparadox (pp. 262–290). Washington, DC: National Academy Press.
  • Whitehead, A. (1929). Process and reality. New York, NY: Macmillan.

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.