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NOTES - The Politics of Organizational Learning: Integrating Power into the 4I Framework

Lawrence, Thomas B.; Mauws, Michael K.; Dyck, Bruno; … - In: The Academy of Management review : AMR 30 (2005) 1, pp. 180-191

Persistent link: https://www.econbiz.de/10006713964

The Politics of Organizational Learning: Integrating Power into the 4I Framework

Lawrence, Thomas B.; Mauws, Michael K.; Dyck, Bruno; … - 2003

Persistent link: https://www.econbiz.de/10011427050

The underlying structure of continuous change

Lawrence, Thomas B.; Dyck, Bruno; Maitlis, Sally; … - 2006

Persistent link: https://www.econbiz.de/10011426864

The Underlying Structure of Continuous Change - Managing change does not mean dealing with chaos. In fact, continuous change is a predictable cycle with four phases, each requiring certain resources and a specific type of champion.

Lawrence, Thomas B.; Dyck, Bruno; Maitlis, Sally; … - In: MIT sloan management review 47 (2006) 4, pp. 59-66

Persistent link: https://www.econbiz.de/10007289388

Exploring archetypal change: the importance of leadership and its substitutes

Starke, Frederick A.; Sharma, Gita; Mauws, Michael K.; … - In: Journal of Organizational Change Management 24 (2011) 1, pp. 29-50

Purpose – The purpose of this paper is to examine the process of transformational organizational change that occurred over time in a small manufacturing firm using the conceptual framework of organizational change and archetypes. Design/methodology/approach – This longitudinal study –...

Persistent link: https://www.econbiz.de/10014891231