Reference Material
BASIC 8 works on the principles of open knowledge. This incorporates the shared research, case studies and experiences published and shared by researchers, practitioners and organisations. The role of BASIC 8 and the consultants and change agents that use it is to make the growing body of change management knowledge and experience available to others in a practical and accessible way.
Sometimes, however, it is important to go back to some of the original pieces of work that feed into the body of knowledge so you can explore in detail the efforts of a particular researcher or practitioner. Below is a reading list with useful research, practitioner experience and models to help you do this.
Appelbaum Joy Gandell, Barbara T. Shapiro, Pierre Belisle, S. H., & Hoeven, E. (2000). Anatomy of a merger: Behavior of organizational factors and processes throughout the pre- during- post-stages (part 2). Management Design, 38(10), 674–684.
Archibald Barry Saeed, Karl Dickel, Hal Sirkin, N., & Petkewich, M. (2000). Getting value from enterprise initiatives: A survey of executives. Boston MA: The Boston Consulting Group.
Bikhchandani David Hirshleifer, S., & Welch, I. (1992). A theory of fads, fashion, custom and cultural change as informational cascades. The Journal of Political Economy, 100(5), 992–1026.
Bordia Elizabeth Jones, Cindy Gallois, Victor Callan, P., & DiFonzo, N. (2006). Management are aliens! Rumors and stress during organizational Change. Group Organization Management, 31(5), 601–621.
Cao, G., & McHugh, M. (2005). A systemic view of change management and its conceptual underpinnings. Systemic Practice and Action Research, 18(5), 475–490.
Ford Laurie W. Ford, J. D., & D’Amelio, A. (2008). Resistance to change: The rest of the story. Academy of Management Review, 33(2), 362–377.
Ford, J. D., & Ford, L. W. (2008). Conversational profiles: A tool for altering the conversational patterns of change managers. The Journal of Applied Behavioral Science, 44(4), 445–467.
Ford, J. D., & Ford, L. W. (2009). Decoding Resistance to Change. Harvard Business Review, 87(4), 99–103.
Kotter, J. P. (1995). Leading Change: Why Transformation Efforts Fail. Harvard Business Review, 73(2), 59–67. http://doi.org/10.1109/EMR.2009.5235501
Krüger, W. (2009). Topmanager als Promotoren und Enabler desWandels BT - Excellence in Change. Wege zur strategischen Erneuerung. In W. Krüger (Ed.), (pp. 143–190). Wiesbaden: Gabler.
LaClair, J. A., & Rao, R. P. (2002). Helping employees embrace change. McKinsey Quarterly, (4), 17–20.
Lindblom, C. E. (1997). Initiating change: Modes of social inquiry. American Behavioural Scientist, 40(3), 264–276.
Mako, W. P. (2001). Corporate restructuring in East Asia: Promoting best practices. Finance & Development: A Quaterly Magazine of the IMF, 38(1).
Melcrum. (2007). Delivering successful change communication - Executive Summary. London: Melcrum - Global research and training for internal communicators.
Neal, A. (2008). Preparing the organization for change. Strategic HR Review, 7(6), 30–35.
Nortier, F. (1995). A new angle on coping with change: managing transition! Journal of Management Development, 14(4), 32–46.
O’Toole, J. (1995). Leading change: The argument for values-based leadership. New York: Ballantine Books.
Petouhoff Tamra Chandler, N. L., & Montag-Schultz, B. (2006). The business impact of change management. Graziadio Business Report, 9(3).
Prosci. (2009). Data on impact of effective change management. http://www.change-management.com/tutorial-why-correlation.htm.
Strebel, P. (1994). Choosing the right change path. California Management Review, 36(2), 29–51.
Waldersee, R., & Griffiths, A. (2004). Implementing change: matching implementation methods and change type. The Leadership & Organization Development Journal, 25(5), 424–434.