| VOLUME I |
|
| Imperatives for
Change |
|
| Industry in
a New Age |
T. Burns |
| The Causal
Texture of Organizational Environments |
F. E. Emery and E.L. Trist |
| Technological
Discontinuities and Organizational Environments |
M. L. Tushman and P. Anderson |
| The
Leadership Gap |
A. Zaleznik |
| Cultural
Constraints in Management Theories |
G. Hofstede |
| Competing
in the New Economy: Managing out of bounds |
G. Hamel and C. K. Prahalad |
| The
Capitalist Threat |
G. Soros |
| Strategy in
a World Without Borders |
K. Ohmae |
| Early Writing on
Change |
|
| The Human
Effect of Mechanization |
E. Mayo |
| Frontiers
in Group Dynamics: Concept, method and reality in social science; social
equilibria and social change |
K. Lewin |
| Achieving
Change in People: Some applications of group dynamics theory |
D. Cartwright |
| Some Social
and Psychological Consequences of the Longwall Method of Coal-Getting:
An examination of the psychological situation and defences of a work
group in relation to the social structure and technological content of
the work system |
E. L. Trist and K. W.
Bamforth |
| Group
Dynamics: A re-view |
W. R. Bion |
| Organizational
factors in the theory of oligopoly |
R. M. Cyert and J. G. March |
| Contributions
to Administration by Alfred P. Sloan, Jr., and GM |
E. Dale |
| The Science
of Muddling Through |
C. Lindblom |
| A New Role
for the Behavioral Sciences: Effecting organizational change |
W. G. Bennis |
| Hawthorne
Revisited: The legend and the legacy |
W. F. Dowling |
| The Spread
of the Multidivisional Form Among Large Firms, 1919-1979 |
N. Fligstein |
| VOLUME II |
|
| The Human
Relations School |
|
| Overcoming
Resistance to Change |
L. Coch and J. R. P. French |
| Organizational
Development: credits and debits |
G. Strauss |
| Understanding
and Managing Organizational Change |
D. Pugh |
| Coming to a
New Awareness of Organizational Culture |
E. H. Schein |
| Explaining
Development and Change in Organizations |
A. H. van de Ven & M. S.
Poole |
| Why the
Psychoanalytical Approach to Understanding Organizations is
Dysfunctional |
E. Jaques |
| Trust as an
Organizing Principle |
W. McEvily, V. Perrone &
A. Zaheer |
| Kurt Lewin
and the Planned Approach to Change: A re-appraisal |
B. Burnes |
| The Systems
Approach |
|
| A Strategic
Contingencies' Theory of Intra-organizational Power |
D. J. Hickson et al |
| The History
and Status of General Systems Theory |
L. von Bertalanffy |
| Towards a
Systems-based Methodology for Real-world Problem Solving |
P. Checkland |
| The
Evolution of Sociotechnical Systems as a Conceptual Framework and as an
Action Research Program |
E. L. Trist |
| Defining
System Requirements to Meet Business Needs: A case study example |
E. Mumford |
| Systems
Thinking and Organizational Learning: Acting locally and thinking
globally in the organization of the future |
P. Senge & J. Sterman |
| Ambidextrous
Organizations: Managing evolutionary and revolutionary change |
M. L. Tushman and C. A.
O'Reilly III |
| VOLUME III |
|
| Strategy |
|
| Long-range
Planning: Challenge to management science |
P. Drucker |
| Marketing
Myopia |
T. Levitt |
| Strategy
Formulation as a Learning Process: An applied managerial theory of
strategic behaviour |
I. H. Ansoff |
| Of
strategies, Deliberate & Emergent |
H. Mintzberg and J. A. Waters |
| Strategy
and Structural Adjustment to Regain Fit and Performance: In Defence of
Contingency Theory |
L. Donaldson |
| Context and
Action in the Transformation of the Firm |
A. Pettigrew |
| Creating
Organizational Order Out of Chaos: Self-renewal in Japanese firms |
I. Nonaka |
| Making Fast
Strategic Decisions in High-Velocity Environments |
K. M. Eisenhardt |
| The
Aftermath of Organizational Decline: A longitudinal study of the
strategic and managerial characteristics of declining firms |
R. A. D'Aveni |
| The Core
Competence of the Corporation |
G. Hamel and C. K. Prahalad |
| The Design
School; Reconsidering the basic premises of strategic management |
H. Mintzberg |
| The
Resource-Based Theory of Competitive Advantage: Implications for
strategy formulation |
R. M. Grant |
| What is
Strategy? |
M. E. Porter |
| Dynamic
Capabilities & Strategic Management |
D. J. Teece, G. Pisano and
A.Shuen |
| Strategy
and Learning |
A. P. de Geus |
| In Defense
of Strategy as Design |
J. M. Liedtka |
| Changing
the Language of Change: How new contexts and concepts are challenging
the ways we think and talk about organizational change |
R. J. Marshak |
| VOLUME IV |
|
| Leadership |
|
| How to
Choose A Leadership Pattern |
R.Tannenbaum and W. H.
Schmidt |
| The Romance
of Leadership |
J. R. Meindl, S. B. Ehrlich,
& J. M. Dukerich |
| Successful
vs. Effective Real Managers |
F. Luthans |
| Managerial
Leadership: A review of theory and research |
G. Yukl |
| The
Motivational Effects of Charismatic Leadership: A self concept based
theory |
B. Shamir, R. J. House &
M. B. Arthur |
| Building a
Visionary Company |
J. C. Collins and J. I.
Porras |
| Team
Leadership |
S. J. Zaccaro et al. |
| Improvement and
Innovation |
|
| Organizational
Innovation and Structure |
L. Kim |
| Managing
Innovation: Controlled chaos |
J. B. Quinn |
| A Theory of
Innovation Processes for Computer-Aided Manufacturing Technology |
D. Gerwin |
| Organizational
Innovation: A meta-analysis of effects of determinants and moderators |
F. Damanpour |
| Managerial
Fads and Fashion: The diffusion and rejection of Innovations |
E. Abrahamson |
| From Lean
Production to the Lean Enterprise |
J. P. Womack & D. T.
Jones |
| The
Challenge for Strategists |
N. Venkatraman |
| High-involvement
Innovation Through Continuous Improvement |
J. Bessant and S. Caffyn |
| From
Business Reengineering to Business Process Change Management: A
longitudinal study of trends and practices |
V. Grover |
| The Era of
Open Innovation |
H. Chesbrough |
| Critical
Approaches |
|
| A Garbage
Can Model of Organizational Choice |
M. D. Cohen, J. G. March
& J. F. Olsen |
| The
Population Ecology of Organizations |
M. T. Hannan and J. Freeman |
| Institutionalized
Organizations: Formal structure as myth and ceremony |
J. W. Meyer and B. Rowan |
| The Iron
Cage Revisited: Institutional isomorphism and collective rationality in
organizational fields |
P. J. DiMaggio and W. W.
Powell |
| Enacted
Sensemaking in Crisis Situations |
K. E. Weick |
| At the
Critical Moment: Conditions and prospects for critical management
studies |
V. Fournier & C. Grey |
| A
Processual Analysis of HRM-based Change |
H. Francis and J. Sinclair |
