Book Review: From Dependency to Autonomy-Studies in Organization and Change

BECKHARD, R. , & Harris R. T. Organizational transition: Understanding complex change. London: Addison Wesley , 1977.

BEDEIAN, A. G. Organizational theory and analysis. Illinois: Diyden Press , 1980.

BENNIS, W. G. Organisational development Its nature, origins and prospects. London: Addison Wesley , 1969.

BIGGART, N. W. The creative-destructive process of organizational change: The case of the post office . Administrative Science Quarterly, 1977, 22, 410-426 .

BION, W. R. Experiences in groups. New York: Basic Books , 1959.

BUCHANAN, D. A. technological imperatives and strategic choice. In G. Wimch (Ed.), Information Technology in manufacturing processes: Case studies in technical change. London: Rossendale , 1983.

BUCHANAN, D. , & BODDY, D. The expertise of the change agent. Hemel Hempstead: Prentice Hall , 1992.

CHILD, J. Organization: A guide to problems and practice (2nd ed.), London: Harper Row , 1984.

CHILD, J. , & SMITH, C. The context and process of organisational transformation-Cadbury Ltd in its sector . Journal of Management Studies, 1987, 24, 565-593 .

DAWSON, P. Organisational change: A processual approach. London: Paul Chapman Publishing , 1994.

FRENCH, W. L. & BELL, C. H. Organization development: Behavioral science interventions for organization improvement. Englewood Cliffs: Prentice Hall , 1973.

GERSICK, C. J. G. Revolutionary change theories: A multilevel exploration of the punctuated equilibrium paradigm . Academy of Management Review, 1991, 16, 10-36

GLOVER, I. & HUGHES, M. (Eds.). Professions at bay. Aldershot: Avebury , 1996.

HAVELOCK, R. G. The change agents guide to innovation in education. London: Educational Technology Publications , 1973.

HOGGETIT. P. Going beyond a "rearrangement of the deckchairs: Some practical hints for councillors and managers." In R. Hambleton and P. Hoggett (Eds.), Decentralisation and democracy: Localizing public services. Bristol: School of Advanced Urban Studies, University of Bristol , 1987.

JOHNSON, G. Rethinking incrementalism Strategic Management Journal, 1988, 9, 75-91 .

KOOHAAS, J. Organisation dissonance and change. Chichester: Wiley , 1992.

LEAVITT H. J. Applied organization change in industry: Structural, technological and humanistic approaches. In J. G. March (Ed.), Handbook of Organizations. Chicago: Rand , 1965.

LEWIN, K. Frontiers in Group Dynamics, 1947, 1, 5-41 .

LINDBLOM, C. The science of muddling through . Public Administration Review, 1959, 19, 79-88 .

LOVELADY, L. The process of organization development: A reformulated model of the change process, part 1 . Management Decision, 1989, 17, 143-154 .

MENZIES, I. A case study in the functioning of social systems as a defence against anxiety . Human Relations, 1960, 13, 95-121 .

MEYERSON, D. , & MARTIN, J. Cultural change: An integration of three different views . Journal of Management Studies, 1987, 24, 623-647 .

MILLER, E. J. , & RICE, A. K. Systems of organization: Task and sentient systems and their boundary control. London: Tavistock , 1967.

MORGAN, G. Images of organization. London: Sage , 1986.

NADLER, D. A. Concepts for the management of organizational change. In C. Mabey and B. Mayon-White (Eds.). Managing change, London: Paul Chapman Publishing , 1980.

PETTIGREW, A. The awakening giant: Continuity and change in ICI. Oxford: Blackwell , 1985.

QUINN, J. B. Strategies for change-Logical incrementalism. Homewood: Irwin , 1980.

WHIPP, R. & CLARK, P. Innovation and the auto industry. London: Francis Pinter , 1986.

WILSON, D. A strategy of change. London: Routledge , 1992.

WINNICOTI D. W. Transitional objects and transitional phenomena. In Collected papers. London: Tavistock , 1958.