Journal ArticleDOI
Second-order planned change: Definition and conceptualization
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In this paper, the authors explore the gray area at the jointure of organizational second-order change and secondorder planned change, and provide conceptual models for understanding the phenomenon and practice of secondorder change.About:
This article is published in Organizational Dynamics.The article was published on 1986-06-01. It has received 246 citations till now. The article focuses on the topics: Conceptual framework & Planned change.read more
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Perceptions of organizational change: A stress and coping perspective.
TL;DR: Lazarus and Folkman as discussed by the authors identified three distinct change characteristics: the frequency, impact and planning of change, and found that these change characteristics influence individuals' appraisal of the uncertainty associated with change and, ultimately, job satisfaction and turnover intentions.
Journal ArticleDOI
Decline in Organizations: A Literature Integration and Extension.
William Weitzel,Ellen Jonsson +1 more
TL;DR: In this paper, the authors present a conceptual framework for organizational decline, which integrates important underlying factors into the conceptual framework that refines the definition of decline in organizations, and discuss areas in which additional research is needed to develop sensitivity to the conditions leading to decline and a better understanding of conditions that are common to decline.
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Environmental Disturbances and Organizational Transitions and Transformations: Some Alternative Models
TL;DR: In this paper, four models of organizational change are developed (rebuttal, reorientation, colonization and evolution) derived from the literature on organizational change and developed using some aspects of Habermas' critical theory.
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Resistance to change: a literature review and empirical study
TL;DR: In this article, the authors examine organizational change, focusing on the distinction of changes according to their scope and presenting a typology of evolutionary and strategic changes, and offer an in-depth study of resistance to change.
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What happens when transparency meets blame-avoidance?
TL;DR: The tension between the pursuit of transparency and the avoidance of blame is at the heart of some commonly observed problems in public management, and suggests that something other than the "bureaucratic" strain of transparency may be called for when those problems are serious as mentioned in this paper.
References
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Book
The Structure of Scientific Revolutions
TL;DR: The Structure of Scientific Revolutions as discussed by the authors is a seminal work in the history of science and philosophy of science, and it has been widely cited as a major source of inspiration for the present generation of scientists.
Book
Organizational Learning: A Theory Of Action Perspective
Chris Argyris,Donald A. Schön +1 more
TL;DR: Aguilar et al. as discussed by the authors define intervencion as "entrar en un conjunto de relaciones en desarrollo con el proposito de ser util".