References
- Asiakastieto. (2020). Asiakastieto Finnish company listings, www.asiakastieto.fi
- Avey, J. B., Wernsing, T. S., & Luthans, F. (2008). Can positive employees help positive organizational change? Impact of psychological capital and emotions on relevant attitudes and behaviors. The Journal of Applied Behavioral Science, 44(1), 48–70. https://doi.org/https://doi.org/10.1177/0021886307311470
- Bartunek, J. M. (2003). Organizational and educational change. The life and role of a change agent group. Psychology Press.
- Beckhard, R., & Harris, R. T. (1987). Organizational transitions. Managing complex change. Addison-Wesley Publishing Company, Inc.
- Bridges, W. (2003). Managing transitions. Making the most of change. Da Capo Press.
- Bullock, R. J., & Batten, D. (1985). It’s just a phase we’re going through: A review and synthesis of OD phase analysis. Group & Organization Studies, 10(4), 383–412. https://doi.org/https://doi.org/10.1177/105960118501000403
- Burke, W. W., & Litwin, G. H. (1992). A causal model of organizational performance and change. Journal of Management, 18(3), 523–545. https://doi.org/https://doi.org/10.1177/014920639201800306
- Burnes, B. (2004a). Kurt Lewin and the planned approach to change: A re-appraisal. Journal of Management Studies, 41(6), 977–1002. https://doi.org/https://doi.org/10.1111/j.1467-6486.2004.00463.x
- Burnes, B. (2004b). Emergent change and planned change – Competitors or allies? The case of XYZ construction. International Journal of Operations & Production Management, 24(9), 886–902. https://doi.org/https://doi.org/10.1108/01443570410552108
- By Todnem, R. (2005). Organisational change management: A critical review. Journal of Change Management, 5(4), 369–380. https://doi.org/https://doi.org/10.1080/14697010500359250
- Caldwell, R. (2003). Models of change agency: A fourfold classification. British Journal of Management, 14(2), 131–142. https://doi.org/https://doi.org/10.1111/1467-8551.00270
- Caldwell, R., & Dyer, C. (2020). The performative practices of consultants in a change network: An actor-network practice perspective on organisational change. Journal of Organizational Change Management, 33(5), 941–963. https://doi.org/https://doi.org/10.1108/JOCM-10-2019-0318
- Carnall, C. A. (1990). Managing change in organizations. Prentice Hall International.
- Castillo, C., Fernandez, V., & Sallan, J. M. (2018). The six emotional stages of organizational change. Journal of Organizational Change Management; Bradford, 31(3), 468–493. https://doi.org/https://doi.org/10.1108/JOCM-05-2016-0084
- Coyle-Shapiro, J. A.-M. (1999). Employee participation and assessment of an organizational change intervention. A three-wave study of total quality management. The Journal of Applied Behavioral Science, 35(4), 439–456. https://doi.org/https://doi.org/10.1177/0021886399354006
- Cummings, S., Bridgman, T., & Brown, K. G. (2015). Unfreezing change as three steps: Rethinking Kurt Lewin’s legacy for change management. Human Relations (New York), 69(1), 33–60. https://doi.org/https://doi.org/10.1177/0018726715577707
- Cunningham, C. E., Woodward, C. A., Shannon, H. S., MacIntosh, J., Lendrum, B., Rosenbloom, D., & Brown, J. (2002). Readiness for organizational change. A longitudional study of workplace, psychological and behavioural correlates. Journal of Occupational and Organizational Psychology, 2002(75), 377–392. https://doi.org/https://doi.org/10.1348/096317902321119637
- Dundon, T., & Ryan, P. (2010). Interviewing reluctant respondents: Strikes, henchmen, and gaelic games. Organizational Research Methods, 13(3), 562–581. https://doi.org/https://doi.org/10.1177/1094428109335571
- Dunphy, D., Griffiths, A., & Benn, S. (2003). Organizational change for corporate sustainability. Routledge.
- Dunphy, D., & Stace, D. (1996). The strategic management of corporate change. Human Relations (New York), 46(8), 905–920. https://doi.org/https://doi.org/10.1177/001872679304600801
- Eisenhardt, K. M. (1989). Making fast strategic decisions in high-velocity environments. Academy of Management Journal, 32(3), 543–576. https://www.jstor.org/stable/256434
- Eisenhardt, K. M., & Graebner, M. E. (2007). Theory building from cases: Opportunities and challenges. The Academy of Management Journal, 50(1), 25–32. https://doi.org/https://doi.org/10.5465/amj.2007.24160888
- Eisenhardt, K. M., Graebner, M. E., & Soneshein, S. (2016). Grand challenges and inductive methods: Rigor without rigor mortis. Academy of Management Journal, 59(4), 111–1123. https://doi.org/https://doi.org/10.5465/amj.2016.4004
- Gioia, D. A., Corley, K. G., & Hamilton, A. L. (2012). Seeking qualitative rigor in inductive research: Notes on the Gioia methodology. Organizational Research Methods, 16(1), 15–31. https://doi.org/https://doi.org/10.1177/1094428112452151
- Glaser, B. G., & Strauss, A. L. (1967). The discovery of grounded theory: Strategies for qualitative research. Aldine de Gruyter.
- Higgins, M. C., Weiner, J., & Young, L. (2012). Implementation teams: A new lever for organizational change. Journal of Organizational Behavior, 33(3), 366–388. https://doi.org/https://doi.org/10.1002/job.1773
- Hyde, C. A. (2018). Leading from below: Low-power actors as organizational change agents. Human Service Organizations: Management, Leadership & Governance, 42(1), 53–67. https://doi.org/https://doi.org/10.1080/23303131.2017.1360229
- Johnson, M. D., Hollenbeck, J. R., DeRue, D. S., Barnes, C. M., & Jundt, D. (2013). Functional versus dysfunctional team change: Problem diagnosis and structural feedback for self-managed teams. Organizational Behavior and Human Decision Processes, 122(1), 1–11. https://doi.org/https://doi.org/10.1016/j.obhdp.2013.03.006
- Jones, G. N. (1969). Planned organizational change. A study in change dynamics. Routledge and Kegan Paul.
- Kaarst-Brown, M. L. (1999). Five symbolic roles of the external consultant – Integrating change, power and symbolism. Journal of Organizational Change Management. Vo, 12(6), 540–561. https://doi.org/https://doi.org/10.1108/09534819910300882
- Killing, P. J., Malnight, T., & Keys, T. (2005). Must-win battles: Creating the focus you need to achieve your key business goals. Pearson Education.
- Koseoglu, G., Shalley, C. E., & Herndon, B. (2017). Task context changes: Teams’ maladaptive responses to unanticipated change. Journal of Applied Social Psychology, 47(4), 195–212. https://doi.org/https://doi.org/10.1111/jasp.12424
- Kotter, J. P. (1996). Leading change. Harvard Business School Press.
- Kozlowski, S. W. J., & Bell, B. S. (2003). Work groups and teams in organizations. In W. C. Borman, D. R. Ilgen, & R. J. Klimoski (Eds.), Handbook of psychology: Vol. 12. Industrial and organizational psychology (pp. 333–376). Wiley.
- Kübler-Ross, E. (1969). On death and dying. What the dying have to teach doctors, nurses, clergy and their own families. Routledge.
- Laurila, J. (1997). Promoting research access and informant rapport in corporate settings: Notes from research on a crisis company. Scandinavian Journal of Management, 13(4), 407–418. https://doi.org/https://doi.org/10.1016/S0956-5221(97)00026-2
- Lewin, K. (1947). Frontiers in group dynamics: Concept, method and reality in social science; social equilibria and social change. Human Relations, 1(1), 5–41. https://doi.org/https://doi.org/10.1177/001872674700100103
- Livne-Tarandach, R., & Bartunek, J. M. (2009). A new horizon for organizational change and development scholarship: Connecting planned and emergent change. Research in Organizational Change and Development, 1–35. https://doi.org/http://doi.org/10.1108/S0897-3016(2009)0000017003
- MacAulay, D. K., Yue, A. R., & Thurlow, A. B. (2010). Ghosts in the hallways: Unseen actors and organizational change. Journal of Change Management, 10(4), 335–346. https://doi.org/https://doi.org/10.1080/14697017.2010.516481
- Macdonald, S. (2003). Prime focus moves from fear of change to welcoming reform: Change-management team plays a crucial role in the process. Human Resource Management International Digest, 11(6), 5–8. https://doi.org/https://doi.org/10.1108/09670730310494584
- Martinez, L. F., Ferreira, A. I., & Can, A. B. (2016). Consultant–client relationship and knowledge transfer in small- and medium-sized enterprises change processes. Psychological Reports, 118(2), 608–625. https://doi.org/https://doi.org/10.1177/0033294116639429
- Mintzberg, H., & Waters, J. A. (1985). Of strategies, deliberate and emergent. Strategic Management Journal, 6(3), 257–272. https://doi.org/https://doi.org/10.1002/smj.4250060306
- Mohrman, S. A., Tenkasi, R. V., & Mohrman, A. M. (2003). The role of networks in fundamental change. A grounded analysis. The Journal of Applied Behavioral Science, 39(3), 301. https://doi.org/https://doi.org/10.1177/0021886303258072
- Nadler, D. A., & Tushman, M. L. (1980). A model for diagnosing organizational behavior. Organizational Dynamics.
- Oreg, S., Bartunek, J. M., Lee, G., & Do, B. (2018). An affect-based model on recipients’ responses to organizational change events. Academy of Management Review, 43(1), 65–86. https://doi.org/https://doi.org/10.5465/amr.2014.0335
- Oreg, S., Vakola, M., & Armenakis, A. (2011). Change recipients’ reactions to organizational change: A 60-year review of quantitative studies. The Journal of Applied Behavioral Science, 47(4), 461–524. https://doi.org/https://doi.org/10.1177/0021886310396550
- Pearce, C. L., & Sims, H. P. (2002). Vertical versus shared leadership as predictors of the effectiveness of change management teams: An examination of aversive, directive, transactional, transformational, and empowering leader behaviors. Group Dynamics: Theory, Research, and Practice, 6(2), 172–197. https://doi.org/https://doi.org/10.1037/1089-2699.6.2.172
- Peters, T. J., & Waterman, R. H. (1982). In search of excellence. Lessons from America’s best-run companies. Harper & Row.
- Piderit, S. K. (2000). Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change. The Academy of Management Review, 25(4), 783–794. https://doi.org/https://doi.org/10.2307/259206
- Prosci Ltd. (2020). The Prosci ADKAR model. A goal-oriented change management model to guide individual and organizational change. www.prosci.com
- Rosenbaum, D., More, E., & Steane, P. (2017). Planned organisational change management. Forward to the past? An exploratory literature review. Journal of Organizational Change Management, 31(2), 286–303. https://doi.org/https://doi.org/10.1108/JOCM-06-2015-0089
- Senge, P., Art, K., Roberts, C., Ross, R., Roth, G., & Smith, B. (1999). The dance of change. The challenges of sustaining momentum in learning organizations. Nicholas Brealey Publishing Limited.
- Shaw, D. (2019). Partners and plagiarisers: Dualities in consultants’ influence on organisational change projects. Journal of Organizational Change Management, 32(1), 51–66. https://doi.org/https://doi.org/10.1108/JOCM-01-2018-0011
- Smith, P. E., Yellowley, W., & Farmer, M. (2012). Organizational behavior. Taylor & Francis Group.
- Stake, R. E. (1995). The art f case study research. Sage Publications.
- Szabla, D. B. (2007). A multidimensional view of resistance to organizational change: Exploring cognitive, emotional, and intentional responses to planned change across perceived change leadership strategies. Human Resource Development Quarterly, 18(4), 525–558https://doi.org/https://doi.org/10.1002/hrdq.1218.
- Taffinder, P. (1998). Big change. A route-map for corporate transformation. John Wiley and Sons.
- Tenkasi, R. V., & Chesmore, M. C. (2003). Social networks and planned organizational change. The impact of strong networks ties on effective change implementation and use. The Journal of Applied Behavioral Science, 39(3), 281–300. https://doi.org/https://doi.org/10.1177/0021886303258338
- The Association of Change Management Professionals (ACMP). (2020). Standard for change management. www.acmpglobal.org
- Theberge, N., Granzowb, K., Colec, D., & Lainga, A. (2006). Negotiating participation: Understanding the ‘how’ in an ergonomic change team. Applied Ergonomics, 37(2), 239–248. https://doi.org/https://doi.org/10.1016/j.apergo.2005.01.020
- Trainer, H. M., Jones, J. M., Pendergraft, J. G., Maupin, C. K., & Carter, D. R. (2020).: Team membership change “events”: A review and reconceptualization. Group & Organization Management, 45(2), 219–251. https://doi.org/https://doi.org/10.1177/1059601120910848
- Tsoukas, H., & Chia, R. (2002). On organizational becoming: Rethinking organizational change. Organization Science, 13(5), 567–582. https://doi.org/https://doi.org/10.1287/orsc.13.5.567.7810
- Van Maanen, J. (1998). Qualitative studies of organizations. The administrative science quarterly series in organization theory and behavior. SAGE Publications.
- Vince, R., & Broussine, M. (1996). Paradox, defense and attachment: Accessing and working with emotions and relations underlying organizational change. Organization Studies, 1996(17/1), 1–21. https://doi.org/https://doi.org/10.1177/017084069601700101
- Westover, J. H. (2010). Managing organizational change: Change agent strategies and techniques to successfully managing the dynamics of stability and change in organizations. International Journal of Management and Innovation, 2(1).
- Woiceshyn, J., Huq, J.-L., Blades, K., & Pendharkar, S. R. (2020). Microdynamics of implementing planned change on organizations’ front line. Journal of Change Management, 20(1), 59–80. https://doi.org/https://doi.org/10.1080/14697017.2019.1602553
- Yin, R. K. (1994). Case study research. Design and methods. Sage Publications.