Change Management

Derek S. Pugh is Emeritus Professor of International Manage­ment at the Open University, United Kingdom, having previously been at the Universities of Edinburgh and Aston, the London Business School, and the Open University Business School. He has been a visiting professor at business schools in France, Germany, Israel, and Italy and is a Fellow of the British Psychological Society, the Royal Statistical Society, the Italian Academy of Business Administration, and the International Acad­emy of Management. He has served as Chairman and Honorary Vice-President of the Association of Teachers of Management of the United Kingdom and as editor of the newsletter of the British Academy of Management. He is a founding Academician of the British Academy of Learned Societies for the Social Sciences, and an Honorary Fellow of the University of Northampton.   Professor Pugh is joint author and editor of 12 books, including the first three volumes of the Aston research program: PUGH, D.S. (ed.) The Aston Programme, vols 1, 2 and 3, Ashgate(Dartmouth), 1998. His latest books are Great Writers on Organizations: The Second Omnibus Edition (2000, Dartmouth Publishing, with David J. Hickson), How to Get a Ph.D. (4th ed., 2005, Open University Press, with Estelle M. Phillips), Management Worldwide (enhanced ed., 2001, Penguin Books, with David J. Hickson), and Anglo-German Business Collaboration: Pitfalls and Potentials (1996, Macmillan, with Dagmar Ebster-Grosz). His edited volume Organization Theory: Selected Classic Readings (5th ed., Penguin Books) appears in 2007.

• VOLUME IImperatives for ChangeIndustry in a New Age - T. BurnsThe Causal Texture of Organizational Environments - F. E. Emery and E.L. TristTechnological Discontinuities and Organizational Environments - M. L. Tushman and P. AndersonThe Leadership Gap - A. ZaleznikCultural Constraints in Management Theories - G. HofstedeCompeting in the New Economy: Managing out of bounds - G. Hamel and C. K. PrahaladThe Capitalist Threat - G. SorosStrategy in a World Without Borders - K. OhmaeEarly Writing on ChangeThe Human Effect of Mechanization - E. MayoFrontiers in Group Dynamics: Concept, method and reality in social science; social equilibria and social change - K. LewinAchieving Change in People: Some applications of group dynamics theory - D. CartwrightSome 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. BamforthGroup Dynamics: A re-view - W. R. BionOrganizational factors in the theory of oligopoly - R. M. Cyert and J. G. MarchContributions to Administration by Alfred P. Sloan, Jr., and GM - E. DaleThe Science of Muddling Through - C. LindblomA New Role for the Behavioral Sciences: Effecting organizational change - W. G. BennisHawthorne Revisited: The legend and the legacy - W. F. DowlingThe Spread of the Multidivisional Form Among Large Firms, 1919-1979 - N. FligsteinVOLUME IIThe Human Relations SchoolOvercoming Resistance to Change - L. Coch and J. R. P. FrenchOrganizational Development: credits and debits - G. StraussUnderstanding and Managing Organizational Change - D. PughComing to a New Awareness of Organizational Culture - E. H. ScheinExplaining Development and Change in Organizations - A. H. van de Ven & M. S. PooleWhy the Psychoanalytical Approach to Understanding Organizations is Dysfunctional - E. JaquesTrust as an Organizing Principle - W. McEvily, V. Perrone & A. ZaheerKurt Lewin and the Planned Approach to Change: A re-appraisal - B. BurnesThe Systems ApproachA Strategic Contingencies′ Theory of Intra-organizational Power - D. J. Hickson et alThe History and Status of General Systems Theory - L. von BertalanffyTowards a Systems-based Methodology for Real-world Problem Solving - P. ChecklandThe Evolution of Sociotechnical Systems as a Conceptual Framework and as an Action Research Program - E. L. TristDefining System Requirements to Meet Business Needs: A case study example - E. MumfordSystems Thinking and Organizational Learning: Acting locally and thinking globally in the organization of the future - P. Senge & J. StermanAmbidextrous Organizations: Managing evolutionary and revolutionary change - M. L. Tushman and C. A. O′Reilly IIIVOLUME IIIStrategyLong-range Planning: Challenge to management science - P. DruckerMarketing Myopia - T. LevittStrategy Formulation as a Learning Process: An applied managerial theory of strategic behaviour - I. H. AnsoffOf strategies, Deliberate & Emergent - H. Mintzberg and J. A. WatersStrategy and Structural Adjustment to Regain Fit and Performance: In Defence of Contingency Theory - L. DonaldsonContext and Action in the Transformation of the Firm - A. PettigrewCreating Organizational Order Out of Chaos: Self-renewal in Japanese firms - I. NonakaMaking Fast Strategic Decisions in High-Velocity Environments - K. M. EisenhardtThe Aftermath of Organizational Decline: A longitudinal study of the strategic and managerial characteristics of declining firms - R. A. D′AveniThe Core Competence of the Corporation - G. Hamel and C. K. PrahaladThe Design School; Reconsidering the basic premises of strategic management - H. MintzbergThe Resource-Based Theory of Competitive Advantage: Implications for strategy formulation - R. M. GrantWhat is Strategy? - M. E. PorterDynamic Capabilities & Strategic Management - D. J. Teece, G. Pisano and A.ShuenStrategy and Learning - A. P. de GeusIn Defense of Strategy as Design - J. M. LiedtkaChanging the Language of Change: How new contexts and concepts are challenging the ways we think and talk about organizational change - R. J. MarshakVOLUME IVLeadershipHow to Choose A Leadership Pattern - R.Tannenbaum and W. H. SchmidtThe Romance of Leadership - J. R. Meindl, S. B. Ehrlich, & J. M. DukerichSuccessful vs. Effective Real Managers - F. LuthansManagerial Leadership: A review of theory and research - G. YuklThe Motivational Effects of Charismatic Leadership: A self concept based theory - B. Shamir, R. J. House & M. B. ArthurBuilding a Visionary Company - J. C. Collins and J. I. PorrasTeam Leadership - S. J. Zaccaro et al.Improvement and InnovationOrganizational Innovation and Structure - L. KimManaging Innovation: Controlled chaos - J. B. QuinnA Theory of Innovation Processes for Computer-Aided Manufacturing Technology - D. GerwinOrganizational Innovation: A meta-analysis of effects of determinants and moderators - F. DamanpourManagerial Fads and Fashion: The diffusion and rejection of Innovations - E. AbrahamsonFrom Lean Production to the Lean Enterprise - J. P. Womack & D. T. JonesThe Challenge for Strategists - N. VenkatramanHigh-involvement Innovation Through Continuous Improvement - J. Bessant and S. CaffynFrom Business Reengineering to Business Process Change Management: A longitudinal study of trends and practices - V. GroverThe Era of Open Innovation - H. ChesbroughCritical ApproachesA Garbage Can Model of Organizational Choice - M. D. Cohen, J. G. March & J. F. OlsenThe Population Ecology of Organizations - M. T. Hannan and J. FreemanInstitutionalized Organizations: Formal structure as myth and ceremony - J. W. Meyer and B. RowanThe Iron Cage Revisited: Institutional isomorphism and collective rationality in organizational fields - P. J. DiMaggio and W. W. PowellEnacted Sensemaking in Crisis Situations - K. E. WeickAt the Critical Moment: Conditions and prospects for critical management studies - V. Fournier & C. GreyA Processual Analysis of HRM-based Change - H. Francis and J. Sinclair

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