Qualitative Challenges for Complexifying Organizational Change Research

Alinsky S. (1971). Rules for radicals. New York, NY: Random House.

Alvesson M. Willmott H. (1992). On the idea of emancipation in management and organization studies. Academy of Management Review, 17, 432-464.

Amburgey T. L. Kelly D. Barnett W. P. (1993). Resetting the clock: The dynamics of organizational change and failure. Administrative Science Quarterly, 38, 51-73.

Argyris C. Schön D. A. (1981). Organizational learning. Reading, MA: Addison-Wesley.

Austin J. R. (1997). A method for facilitating controversial social change in organizations: Branch Rickey and the Brooklyn Dodgers. Journal of Applied Behavioral Science, 33, 101-118.

Balogun J. Johnson G. (2004). Organizational restructuring and middle manager sensemaking. Academy of Management Journal, 47, 523-549.

Bartunek J. M. Moch M. (1987). First-order, second-order and third-order change and organization development interventions: A cognitive approach. Journal of Applied Behavioral Science, 23, 483-500.

Bartunek J. M. Rousseau D. M. Rudolph J. DePalma J. A. (2006). On the receiving end: Sensemaking, emotion, and assessments of an organizational change initiated by others. Journal of Applied Behavioral Science, 42, 182-206.

Bennis W. G. (1966). Changing organizations. Journal of Applied Behavioral Science, 2, 247-263.

Bluedorn A. C. Denhardt R. B. (1988). Time and organizations. Journal of Management, 14, 299-320.

Burris E. R. Detert J. R. Romney A. (in press). Speaking up versus being heard: The dimensions of disagreement around and outcomes of employee voice. Organization Science.

Bryant M. Wolfram Cox J. (2004). Conversion stories as shifting narratives of organizational change. Journal of Organizational Change Management, 17, 578-592.

Clark P. (1985). A review of the theories of time and structure for organizational sociology. In Bacharach S. B. Mitchell S. M. (Eds.), Research in the sociology of organizations (pp. 35-79). Greenwich, CT: JAI Press.

Corley K. G. Gioia D. A. (2004). Identity ambiguity and change in the wake of a corporate spin-off. Administrative Science Quarterly, 49, 173-208.

Dutton J. E. Duncan R. B. (1987). The creation of momentum for change through the process of strategic issue diagnosis. Strategic Management Journal, 8, 279-295.

Eisenhardt K. (1989). Building theory from case study research. Academy of Management Review, 14, 532-550.

Evered R. Louis M. R. (1981). Alternative perspectives in the organizational sciences: “Inquiry from the inside” and “Inquiry from the outside.” Academy of Management Review, 6, 385-395.

Floyd S. W. Wooldridge B. (1992). Middle management involvement in strategy and its association with strategic type: A research note. Strategic Management Journal, 13, 153-167.

Ford J. D. (1999). Organizational change as shifting conversations. Journal of Organizational Change Management, 12, 480-500.

Ford J. D. Ford L. W. (1995). The role of conversations in producing intentional change in organizations. Academy of Management Review, 20, 541-570.

Ford J. D. Ford L. W. D’Amelio A. (2008). Resistance to change: The rest of the story. Academy of Management Review, 33, 362-377.

Fried Y. Slowik L. H. (2004). Enriching goal-setting theory with time: An integrated approach. Academy of Management Review, 29, 404-422.

Gersick C. J. G. (1991). Revolutionary change theories: A multi-level exploration of the punctuated equilibrium paradigm. Academy of Management Review, 16, 10-36.

Gioia D. A. Chittipeddi K. (1991). Sensemaking and sensegiving in strategic change initiation. Strategic Management Journal, 12, 433-448.

Glick W. H. Huber G. P. Miller C. C. Doty D. H. Sutcliffe K. M. (1990). Studying changes in organizational design and effectiveness: Retrospective event histories and periodic assessments. Organization Science, 1, 293-312.

Heracleous L. Barrett M. (2001). Organizational change as discourse: Communicative actions and deep structures in the context of information technology implementation. Academy of Management Journal, 44, 755-778.

Huy Q. N. (2001). Time, temporal capability, and planned change. Academy of Management Review, 26, 601-623.

Huy Q. N. (2002). Emotional balancing of organizational continuity and radical change: The contribution of middle managers. Administrative Science Quarterly, 47, 31-69.

Jansen K. J. (2004). From persistence to pursuit: A longitudinal examination of momentum during the early stages of strategic change. Organization Science, 15, 276-294.

Jian G. (2011). Articulating circumstance, identity and practice: Toward a discursive framework of organizational changing. Organization, 18, 45-64.

Joshi A. Roh H. (2009). The role of context in work team diversity research: A meta-analytic review. Academy of Management Journal, 52, 599-628.

Kieser A. (1989). Organizational, institutional, and societal evolution: Medieval craft guilds and the genesis of formal organizations. Administrative Science Quarterly, 34, 540-564.

Kilduff M. (1993). Deconstructing organizations. Academy of Management Review, 18, 13-31.

Kish-Gephart J. J. Detert J. R. Trevino L. K. Edmondson A. C. (2009). Silenced by fear: The nature, sources, and consequences of fear at work. Research in Organizational Behavior, 29, 163-193.

Kotter J. P. Schlesinger L. A. (2008, July/August). Choosing strategies for change. Harvard Business Review, 86(7/8), 130-139.

Kreiner G. E. Hollensbe E. C. Sheep M. L. (2009). Balancing borders and bridges: Negotiating the work-home interface via boundary work tactics. Academy of Management Journal, 52, 704-730.

LaBianca G. Gray B. Brass D. (2000). A grounded model of organizational schema change during empowerment. Organization Science, 11, 235-257.

Langley A. (1999). Strategies for theorizing from process data. Academy of Management Review, 24, 691-710.

Langley A. Denis J. L. (2006). Neglected dimensions of organizational change: Toward a situated view. In Lines R. Stensaker I. Langley A. (Eds.), New perspectives on organizational change and learning (pp. 36-159). Bergen, Norway: Fagbokforlaget.

Lawrence P. (1954, May/June). How to deal with resistance to change. Harvard Business Review, 32, 49-57.

Lawrence T. Winn M. Jennings P. D. (2001). The temporal dynamics of institutionalization. Academy of Management Review, 26, 624-644.

Lewin K. (1943). Defining the “field at a given time.” Psychological Review, 50, 292-310.

Lincoln Y. Guba E. (1985). Naturalistic inquiry. Beverly Hills, CA: Sage.

Lindblom E. (1959). The science of muddling through. Public Administration Review, 19(2), 79-88.

Locke K. Golden-Biddle K. (1997). Constructing opportunities for contribution: Structuring intertextual coherence and “problematizing” in organizational studies. Academy of Management Journal, 40, 1023-1062.

Lounsbury M. (2007). A tale of two cities: Competing logics and practice variation in the professionalizing of mutual funds. Academy of Management Journal, 50, 289-307.

Martin J. (1990). Deconstructing organizational taboos: The suppression of gender conflict in organizations. Organization Science, 1, 339-359.

McGrath J. E. Rotchford N. L. (1983). Time and behavior in organizations. Research in Organizational Behavior, 5, 57-101.

Morrison E. W. Milliken F. J. (2000). Organizational silence: A barrier to change and development in a pluralistic world. Academy of Management Review, 25, 706-725.

Nelson R. Jansen K. J. (2009). Mapping and managing momentum in IT projects. MIS Quarterly Executive, 8, 141-148.

Nelson C. Treichler P. A. Grossberg L. (1992). Cultural studies: An introduction. In Grossberg L. Nelson C. Treichler P. A. (Eds.), Cultural studies (pp. 1-16). New York, NY: Routledge.

Parker M. (1992). Post-modern organizations or postmodern organizational theory? Organization Studies, 13, 1-17.

Pettigrew A. M. (1987). Context and action in the transformation of the firm. Journal of Management Studies, 24, 649-670.

Pettigrew A. M. (1990). Longitudinal field research on change: Theory and practice. Organization Science, 1, 267-292.

Pettigrew A. M. (1992). The character and significance of strategy process research. Strategic Management Journal, 13, 5-16.

Pettigrew A. M. Woodman R. W. Cameron K. S. (2001). Studying organizational change and development: Challenges for future research. Academy of Management Journal, 44, 697-713.

Piderit S. K. (2000). Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change. Academy of Management Review, 25, 783-794.

Pratt M. G. (2007). Fitting oval pegs into round holes: Tensions in evaluating and publishing qualitative research in top North American journals. Organizational Research Methods, 11, 481-509.

Pratt M. G. (2009). For the lack of a boilerplate: Tips on writing up (and reviewing) qualitative research. Academy of Management Journal, 52, 856-862.

Purdy J. Gray B. (2009). Conflicting logics, mechanisms of diffusion and multilevel dynamics in emerging institutional fields. Academy of Management Journal, 52, 355-380.

Reason P. (1994). Three approaches to participative inquiry. In Denzin N. K. Lincoln Y. S. (Eds.), Handbook of qualitative research (pp. 324-339). Thousand Oaks, CA: Sage.

Reay T. Hinings R. (2009). Managing the rivalry of competing institutional logics. Organization Studies, 30, 629-652.

Schumaker P. D. (1993). Estimating the first and (some of the third) faces of community power. Urban Affairs Review, 28, 441-461.

Shipp A. J. Jansen K. J. (2011). Reinterpreting time in fit theory: Crafting and recrafting narratives of fit in medias res. Academy of Management Review, 36(1), 76-101.

Sonenshein S. (2009). Emergence of ethical issues during strategic change implementation. Organization Science, 20, 223-239.

Sztompka P. (1994). The sociology of social change. Cambridge, England: Blackwell.

Taylor S. S. (1999). Making sense of revolutionary change: Differences in members’ stories. Journal of Organizational Change Management, 12, 524-539.

Tsoukas H. Chia R. (2002). On organizational becoming: Rethinking organization change. Organization Science, 13, 567-582.

Van de Ven A. H. Huber G. P. (1990). Longitudinal field research methods for studying processes of organizational change. Organization Science, 1, 213-219.

Walsh J. P. Ungson G. R. (1991). Organizational memory. Academy of Management Review, 16, 57-91.

Weick K. Quinn R. E. (1999). Organizational change and development. Annual Review of Psychology, 50, 361-386.

Weisbord M. R. (1988). Towards a new practice theory of OD: Notes on snapshooting and moviemaking. In Pasmore W. Woodman R. W. (Eds.), Research in organizational change and development (Vol. 2, pp. 59-96). Greenwich, CT: JAI Press.

Woodman S. (2012). Labor takes aim at Walmart—again. The Nation, 294(4), 20-23.

Ybema S. (2010). Talk of change: Temporal contrasts and collective identities. Organization Studies, 31, 481-503.