218
Views
1
CrossRef citations to date
0
Altmetric
Original Articles

Assessing The Factors Enabling Systematic Change

, &

REFERENCES

  • Ajzen, I. (2011). The theory of planned behaviour: Reactions and reflections. Psychology & Health, 26(9), 1113–1127.
  • Argyris, C., and Schon, D. (1978). Organizational learning: A theory of action perspective, 1978. Massachusetts: Addison-Wesley Publishing Company.
  • Armenakis, A.A., and Harris, S.G. (2002). Crafting a change message to create transformational readiness. Journal of Organizational Change Management, 15(2), 169.
  • Armenakis, A.A., Harris, S.G., and Feild, H.S. (1999). Making change permanent: A model for institutionalizing change interventions. W. Pasmore and R. Woodman (Eds.). Research in Organizational Change and Development, 5, 97–128.
  • Armenakis, A.A., Harris, S.G., and Mossholder, K.W. (1993). Creating readiness for organizational change. Human Relations, 46(6), 681–703.
  • Ashurst, C., and Hodges, J. (2010). Exploring business transformation: The challenges of developing a benefits realization capability. Journal of Change Management, 10(2), 217–237.
  • Balogun, J., and Hope Hailey, V. (2004). Exploring strategic change (2nd ed.). London: Prentice Hall.
  • Beer, M., and Nohria, N. (2000). Cracking the code of change. Harvard Business Review, 78(3), 133–141.
  • Bernerth, J. (2004). Expanding our understanding of the change message. Human Resource Development Review, 3(1), 36–52.
  • Boonstra, J.J. (Ed.). (2004). Dynamics of organizational change and learning. New Jersey: J. Wiley & Sons Inc.
  • Brynjolfsson, E., and Renshaw, A.A. (1997). The matrix of change. Sloan Management Review, 38(2), 37–54.
  • Burnes, B. (2004). Managing change:A strategic approach to organisational dynamics (4th ed.). Harlow: Prentice Hall.
  • Burnes, B., and Jackson, P. (2011). Success and failure in organizational change: An exploration of the role of values. Journal of Change Management, 11(2), 133–162.
  • Cappelli, P., Bassi, L., Katz, H., Knoke, D., Osterman, P., and Useem, M. (1997). Change at work. New York: Oxford University Press.
  • Carr, S.C. (1992). A primer on the use of Q-technique factor analysis. Measurement and Evaluation in Counseling and Development, 25(3), 133–138.
  • Champy, J. (1995). Reengineering management: The mandate for new leadership. New York: HarperCollins.
  • Choi, M., and Ruona, W.E. A. (2011). Individual readiness for organizational change and its implications for human resource and organization development. Human Resource Development Review, 10(1), 46–73.
  • Chrusciel, D., and Field, D.W. (2006). Success factors in dealing with significant change in an organization. Business Process Management Journal, 12(4), 503–516.
  • Cole, M.S., Harris, S.G., and Bernerth, J.B. (2006). Exploring the implications of vision, appropriateness, and execution of an organizational change. Leadership & Organization Development Journal, 27(5), 352–367.
  • Davenport, T.H. (1992). Process innovation: Reengineering work through information technology (p. 1). Massachusetts: Harvard Business Review Press.
  • Davidson, W.H. (1993). Beyond re-engineering: The three phases of business transformation. IBM Systems Journal, 32(1), 485–499.
  • Decoster, J. (1998). Overview of factor analysis. Retrieved from http://www.stat-help.com/notes.html
  • Dillman, D.A., Smyth, J.D., and Christian, L.M. (2009). Internet, mail, and mixed-mode surveys: The tailored design method. Hoboken, NJ: John Wiley & Sons Inc.
  • Drucker, P.F. (1993). Post capitalist society. New York: Harper Collins.
  • Ekvall, G., and Arvonen, J. (1991). Change-centered leadership: An extension of the two-dimensional model. Scandinavian Journal of Management, 7(1), 17–26.
  • Friel, C. (2005). Notes on factor analysis. Criminal Justice Center, Sam Houston State University, 2007. Retrieved from http://www.bama.ua.edu/~jcsenkbeil/gy523/Factor%20Analysis.pdf
  • Gadd, K.W., and Oakland, J.S. (1996). Chimera or culture? Business process reengineering for total quality management. Quality Management Journal, 3(3), 20–38.
  • Gapp, R., and Fisher, R. (2008). Achieving organisational transformation: An action learning approach. Total Quality Management & Business Excellence, 19(6), 609–625.
  • Goes, J., Friedman, L., Seifert, N., and Buffa, J. (2000). Theory, research, and practice on organizational change in health care. Advances in Health Care Management, 1, 143.
  • Goleman, D. (2000). Leadership that gets results. Harvard Business Review, 78(2), 78–90.
  • Graetz, F. (2000). Strategic change leadership. Management Decision, 38(8), 550–562.
  • Grandzol, J.R., and Gershon, M. (1997). Which TQM practices really matter: An empirical investigation. Quality Management Journal, 4(4), 43–59.
  • Griffith-Cooper, B., and King, K. (2007). The partnership between project management and organizational change: Integrating change management with change leadership. Performance Improvement, 46(1), 14–20.
  • Grover, V. (1999). From business reengineering to business process change management: A longitudinal study of trends. IEEE Transactions on Engineering Management, 46(1), 36.
  • Gunasekaran, A., and Kobu, B. (2007). Performance measures and metrics in logistics and supply chain management: A review of recent literature (1995–2004) for research and applications. International Journal of Production Research, 45(12), 2819–2840.
  • Gurung, B., and Biggs, S. (2010). Institutional change: The unanticipated consequences of action. Development in Practice, 20(8), 1014–1026.
  • Haidar, E. (2006). Leadership and management of change. Journal of Community Nursing, 20(4), 13.
  • Hammer, M., and Champy, J. (1993). Reengineering the corporation: A manifesto for business (1st ed.). New York: HarperBusiness.
  • Hatch, N.W., and Mowery, D.C. (1998). Process innovation and learning by doing in semiconductor manufacturing. Management Science, 44(11), 1461–1477.
  • Higgs, M., and Rowland, D. (2000). Building change leadership capability: ‘The quest for change competence’. Journal of Change Management, 1(2), 116–130.
  • Holt, D.T., Armenakis, A.A., Harris, S.G., and Feild, H.S. (2007). Toward a comprehensive definition of readiness for change: A review of research and instrumentation. In R.W. Woodman and W.A. Passmore (Eds.), A review of research and instrumentation ( 16th ed., pp. 289–336). Greenwich, CT: JAI Press.
  • Huber, G.P. (1991). Organizational learning: The contributing processes and the literatures. Organization Science, 2(1), 88–115.
  • Huy, Q.N., and Mintzberg, H. (2003). The rhythm of change. MIT Sloan Management Review, 44(4), 79–84.
  • Ittner, C.D., and Larcker, D.F. (1998). Innovations in performance measurement: Trends and research implications. Journal of Management Accounting Research, 10, 205–238.
  • Kanter, R.M., Stein, B., and Jick, T. (1992). The challenge of organizational change: How companies experience it and leaders guide it. New York: Free Press.
  • Kaufman, R.S. (1992). Why operations improvement programs fail: Four managerial contradictions. Sloan Management Review, 34, 83–93.
  • Kim, J., Mueller, C.W., and Mueller, C.W. (1978). Factor analysis: Statistical methods and practical issues. Beverly Hills, CA: Sage Publications.
  • Klein, S.M. (1996). A management communication strategy for change. Journal of Organizational Change Management, 9(2), 32–46.
  • Kline, P. (2002). An easy guide to factor analysis. New York: Routledge. doi: 0-415-09490-9.
  • Kotnour, T. (2011). An emerging theory of enterprise transformations. Journal of Enterprise Transformation, 1(1), 48–70.
  • Kotnour, T., Barton, S., Jennings, J., and Bridges, R. (1998). Understanding and leading large-scale change at the Kennedy space center. Engineering Management Journal, 10(2), 17.
  • Kotnour, T., Matkovitch, J., and Ellison, R. (1999). Establishing a change infrastructure through teams. Engineering Management Journal, 11(3), 25.
  • Kotter, J.P. (1995). Leading change: Why transformation efforts fail. Harvard Business Review, 73, 59–67.
  • Kotter, J.P. (1996). Leading change. Boston, MA: Harvard Business School Press.
  • Kouzes, J.M., and Posner, B.Z. (1995). The leadership challenge: How to keep getting extraordinary things done in organizations (2nd ed.). San Francisco, CA: Jossey-Bass.
  • Kuwada, K. (1998). Strategic learning: The continuous side of discontinuous strategic change. Organization Science, 9(6), 719–736.
  • Lalonde, C. (2011). Managing crises through organisational development: A conceptual framework. Disasters, 35(2), 443–464.
  • Lawler, E.E., Mohrman, S.A., and Ledford Jr., G.E. (1998). Strategies for high performance organizations: Employee involvement, TQM, and reengineering programs in fortune 1000 corporations. San Francisco: Jossey-Bass; Prentice Hall.
  • Linderman, K., Schroeder, R.G., and Choo, A.S. (2006). Six sigma: The role of goals in improvement teams. Journal of Operations Management, 24(6), 779–790.
  • Masood, S., Dani, S., Burns, N., and Backhouse, C. (2006). Transformational leadership and organizational culture: The situational strength perspective. Proceedings of the Institution of Mechanical Engineers, Part B—Engineering Manufacture, 220(6), 941–949.
  • McCaskey, M.B. (1982). The executive challenge: Managing change and ambiguity. Marshfield, MA.: Pitman.
  • Moen, R.D., and Norman, C.L. (2010). Circling back. Quality Progress, 43(11), 22.
  • Mukherjee, A.S., and Lapre, M.A. (1998). Knowledge driven quality improvement. Management Science, 44(11), S35–S49.
  • Nicholas, J.M., and Steyn, H. (2008). Project management for business, engineering, and technology: Principles and practice. Oxford, UK: Elsevier Butterworth Heinemann.
  • Northouse, P.G. (2007). Leadership theory and practice (4th ed.). Thousand Oaks, CA: Sage Publications, Inc.
  • Pallant, J. (2010). SPSS survival manual: A step by step guide to data analysis using SPSS (4th ed., 494). Berkshire, UK: Open University Press McGraw Hill Education.
  • Pereira, Z.L., and Aspinwall, E. (1997). Total quality management versus business process re-engineering. Total Quality Management, 8(1), 33–39.
  • Portney, L.G., and Watkins, M.P. (2000). Foundations of clinical research: Applications to practice (2nd ed.). Upper Saddle River, NJ: Prentice Hall Health.
  • Rossi, J. (2006). Organizational change on the rise. Training & Development, 60(1), 15.
  • Rouse, W.B. (2011). Necessary competencies for transforming an enterprise. Journal of Enterprise Transformation, 1(1), 71–92.
  • Rowden, R.W. (2001). The learning organization and strategic change. SAM Advanced Management Journal (07497075), 66(3), 11–24.
  • Senge, P.M. (1990). The fifth discipline: The art and practice of the learning organization. New York: Doubleday Currency.
  • Simons, R. (1994). How new top managers use control systems as levers of strategic renewal. Strategic Management Journal, 15(3), 169–189.
  • Sink, D.S., Johnston, C.S., and Morris, W.T. (1995). By what method? are you, developing the knowledge and skills to lead large-scale quality. Norcross, GA: Industrial Engineering and Management Press: Institute of Industrial Engineers.
  • Smith, P.N., Wolford-Clevenger, C., Mandracchia, J.T., and Jahn, D.R. (2013). An exploratory factor analysis of the acquired capability for suicide scale in male prison inmates. Psychological Services, 10(1), 97–105.
  • Swisher, L.L., Beckstead, J.W., and Bebeau, M.J. (2004). Factor analysis as a tool for survey analysis using a professional role orientation inventory as an example. Physical Therapy, 84(9), 784–799.
  • Vergopia, C. (2008). Project review maturity and project performance: An empirical case study Orlando, FL: University of Central Florida (electronic resource).
  • Waldersee, R., Griffiths, A.B., and Lai, J. (2003). Predicting organizational change success: Matching organization type, change type and capabilities. The Journal of Applied Management and Entrepreneurship, 8(1), 66–81.
  • Walinga, J. (2008). Toward a theory of change readiness: The roles of appraisal, focus, and perceived control. Journal of Applied Behavioral Science, 44(3), 315–347.
  • Whelan-Berry, K., Gordon, J., and Hinings. (2003). Strengthening organizational change processes. The Journal of Applied Behavioral Science, 39(2), 186–207.
  • Whitney, G., and Pavett, C. (1998). Total quality management as an organizational change: Predictors of successful implementation. Quality Management Journal, 5(4), 9–22.
  • Winston, A.W. (2004). Engineering management—a personal perspective. IEEE Transactions on Engineering Management, 51(4), 412–413.
  • Womack, J.P., and Jones, D.T. (2003). Lean thinking: Banish waste and create wealth in your corporation. Massachusetts: Free Press.
  • Worren, N.A. M., Ruddle, K., and Moore, K. (1999). From organizational development to change management: The emergence of a new profession. Journal of Applied Behavioral Science, 35(3), 273–286.
  • Wouters, M., and Sportel, M. (2005). The role of existing measures in developing and implementing performance measurement systems. International Journal of Operations & Production Management, 25(11), 10621082.
  • Zook, C. (2007). Finding your next CORE business. Harvard Business Review, 85(4), 66–75.

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.