References
- Alutto, J., & Belasco, J. (1972). A typology for participation in organizational decision making. Administrative Science Quarterly, 17(1), 117–125.
- Aroles, J., Mitev, N., & De Vaujany, F. (2019). Mapping themes in the study of new work practices. New Technology, Work and Employment, 34(3), 285–299.
- Ashmos, D., & McDaniel, R. (1996). Understanding the participation of critical task specialists in strategic decision making. Decision Sciences, 27(1), 103–121.
- Battilana, J., & Casciaro, T. (2012). Change agents, networks, and institutions: A contingency theory of organizational change. Academy of Management Journal, 55(2), 381–398.
- Bergeron, H., & Castel, P. (2015). Les habits neufs du néo-institutionnalisme? La redécouverte de l’ordre mésologique et de l’agency. L’Année Sociologique, 3, 23–62.
- Bijl, D. W. (2011). Journey towards the new way of working. Creating sustainable performance and joy at work. Zeewolde: Par CC.
- Brown, M., & Cregan, C. (2008). Organizational change cynicism: The role of employee involvement. Human Resource Management, 47(4), 667–686.
- Brunia, S., De Been, I., & van der Voordt, T. (2016). Accommodating New Ways of Working: Lessons from best practices and worst cases. Journal of Corporate Real Estate, 18(1), 30–47.
- Cabantous, L., & Gond, J. (2011). Rational decision making as performative praxis: Explaining rationality’s eternel retour. Organization Science, 22(3), 573–586.
- Callon, M. (1986). Some elements of a sociology of translation: Domestication of the scallops and the fishermen of St Brieuc Bay. In J. Law (Ed.), Power, action and belief: A new sociology of knowledge? (pp. 196–229). London: Routledge and Kegan Paul.
- Castel, P., & Friedberg, E. (2010). Institutional change as an interactive process: The case of the modernization of the French cancer centers. Organization Science, 21(2), 311–330.
- Crozier, M. (1961). Human relations at the management level in a bureaucratic system of organization. Human Organization, 20, 51–64.
- Crozier, M., & Friedberg, E. (1980). Actors & systems. The politics of collective action. Chicago and London: The University of Chicago Press.
- Crozier, M., & Thoenig, J. (1976). The regulation of complex organized systems. Administrative Science Quarterly, 21(4), 547–570.
- Czarniawska, B. (2001). Is it possible to be a constructionist consultant? Management Learning, 32(2), 253–266.
- De Leede, J. (2017). New ways of working: Antecedents and outcomes. Bingley: Emerald Group Publishing Limited.
- Denyer, D., Parry, E., & Flowers, P. (2011). “Social”, “open” and “participative”? Exploring personal experiences and organisational effects of enterprise2.0 use. Long Range Planning, 44(5), 375–396.
- Dufresne, S., Jemine, G., Rondeaux, G., & Pichault, F. (2018, June). “Beyond flexibility: Confronting normative and lived spaces of New Ways of Working”, 8th Organizations, Artifacts & Practices workshop: “New Ways of Working: Rematerializing Organizations in the Digital Age”, Amsterdam.
- Dyson, R. G., & Foster, M. J. (1982). The relationship of participation and effectiveness in strategic planning. Strategic Management Journal, 3(1), 77–88.
- Elbanna, S. (2008). Planning and participation as determinants of strategic planning effectiveness. Evidence from the Arabic context. Management Decision, 46(5), 779–796.
- Erwin, D., & Garman, A. (2010). Resistance to organizational change: Linking research and practice. Leadership and Organization Development Journal, 31(1), 39–56.
- Finkelstein, S. (1992). Power in top management teams. The Academy of Management Journal, 35(3), 505–538.
- Ford, R. (2006). Open-processional change: Three principles of reciprocal-relational power. Journal of Change Management, 6(2), 193–216.
- Friedberg, E. (1988). L’analyse sociologique des organisations. L’Harmattan: Pour n°28.
- Garud, R., Hardy, C., & Maguire, S. (2007). Institutional entrepreneurship as embedded agency: An introduction to the special issue. Organization Studies, 28(7), 957–969.
- Gerards, R., Grip, A., & Baudewijns, C. (2018). Do new ways of working increase work engagement? Personnel Review, 47(2), 517–534.
- Giangreco, A., & Peccei, R. (2005). The nature and antecedents of middle manager resistance to change: Evidence from an Italian context. International Journal of Human Resource Management, 16(10), 1812–1829.
- Jemine, G., Dubois, C., & Pichault, F. (2019). From a new workplace to a new way of working: Legitimizing organizational change. Qualitative Research in Organizations and Management. doi:10.1108/QROM-10-2018-1690
- Kingma, S. (2019). New ways of working (NWW): Work space and cultural change in virtualizing organizations. Culture and Organization, 25(5), 383–406.
- Kingma, S., Dale, K., & Wasserman, V. (2019). Organizational space and beyond: The significance of Henri Lefebvre for organization studies. London: Routledge.
- Kok, A., Esten, R., & Helms, R. (2015). Knowledge sharing in the new world of work: Effects of the New Way of Working. Journal of Information Technology Services, 14(2), 315–335.
- Lawrence, T., & Suddaby, R. (2006). Institutions and institutional work. In S. Clegg, C. Hardy, T. Lawrence, & W. Nord (Eds.), Handbook of organization studies (pp. 215–254). London: Sage.
- Leca, B., Gond, J., Déjean, F., & Huault, I. (2006). Institutional entrepreneurs as competing translators: A comparative study in an emerging activity. Paper presented at the XVeme Conference Internationale de Management Stratégique, Genève.
- Lines, R. (2004). Influence of participation in strategic change: Resistance, organizational commitment and change goal achievement. Journal of Change Management, 4(3), 193–215.
- 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.
- Lines, R., Selart, M., Espedal, B., & Johansen, S. (2005). The production of trust during organizational change. Journal of Change Management, 5(2), 221–245.
- Lunenburg, F. (2010). Managing change: The role of the change agent. International Journal of Management, Business and Administration, 13(1), 1–6.
- Metz, X., & Noizet, F. (2017). New ways of working. Reinventing the company. Wavestone White Paper.
- Moll, F., & De Leede, J. (2015). Fostering innovation: The influence of New Ways of Working on innovative work behavior – An explanatory multiple case study among white-collar and knowledge workers. In J. De Leede (Ed.), New ways of working practices: Antecedents and outcomes (pp. 95–143). Bingley: Emerald Group Publishing Limited.
- Nielsen, K., & Randall, R. (2012). The importance of employee participation and perceptions of changes in procedures in a teamworking intervention. Work and Stress, 26(2), 91–111.
- Nørskov, S., Kesting, P., & Ulhøi, J. (2017). Deliberate change without hierarchical influence? The case of collaborative OSS communities. International Journal of Organizational Analysis, 25(2), 346–374.
- Pardo-del-Val, M., Martínez-Fuentes, C., & Roig-Dobón, S. (2012). Participative management and its influence on organizational change. Management Decision, 50(10), 1843–1860.
- Pfeffer, J., & Salancik, G. (1977). Organization design: The case for a coalitional model of organizations. Organizational Dynamics, 6(2), 15–29.
- Pollack, J., Costello, K., & Sankaran, S. (2013). Applying actor-network theory as a sensemaking framework for complex organizational change programs. International Journal of Project Management, 31(8), 1118–1128.
- Ruostela, J., Lönnqvist, A., Palvalin, M., Vuolle, M., Patjas, M., & Raij, A. (2015). ‘New Ways of Working’ as a tool for improving the performance of a knowledge-intensive company. Knowledge Management Research & Practice, 13(4), 382–390.
- Russ, T. (2008). Communicating change: A review and critical analysis of programmatic and participatory implementation approaches. Journal of Change Management, 8(3-4), 199–211.
- Salancik, G., & Pfeffer, J. (1974). The bases and use of power in organizational decision making: The case of a university. Administrative Science Quarterly, 19(4), 453–473.
- Salancik, G., & Pfeffer, J. (1977). Who gets power — and how they hold on to it: A strategic-contingency model of power. Organizational Dynamics, 5, 3–21.
- Smollan, R., & Sayers, J. (2009). Organizational culture, change and emotions: A qualitative study. Journal of Change Management, 9(4), 435–457.
- Specht, J., Kuonath, A., Pachler, D., Weisweiler, S., & Frey, D. (2018). How change agents’ motivation Facilitates organizational change: Pathways through meaning and organizational identification. Journal of Change Management, 18(3), 198–217.
- Taskin, L., & Ajzen, M. (2015). Managing sustainable and innovative workplaces: NWOW, towards sustainable organizational performance? Working paper: Louvain School of Management Research Institute, UCL.
- Taskin, L., Ajzen, M., & Donis, C. (2017). New Ways of Working: From smart to shared power. In V. Muhlbauer, & W. Harry (Eds.), Redefining management (pp. 65–79). Cham: Springer.
- Vallas, S. (2006). Empowerment Redux: Structure, agency, and the remaking of managerial authority. American Journal of Sociology, 111(6), 1677–1717.
- Van Steenbergen, E., van der Ven, C., Peeters, M., & Taris, T. (2018). Transitioning towards New Ways of Working: Do job demands, job resources, and engagement change? Psychological Reports, 121(4), 736–766.