Unpacking Unintended Consequences in Planned Organizational Change: A Process Model

By Guowei Jian. 2007

90 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/06a3fe3490f894d56d5c7d6773fa2c6802846843

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. H. Nicholson
2. Mitchell Marks
3. Brigid Carroll
4. Philip H. Mirvis

Citations in the corpus

• Merge Ahead: A Research Agenda to Increase Merger and Acquisition Success (2011, background): “Concurrent with the development of insight into the range of human reactions to M&A has been the study of behavioral interventions to address their consequences ( Jian 2007 ).”
• Employee Resistance To Organizational Change (2013, unknown): “Even a well-planned organizational change strategy may have unintended consequences (Jian, 2007).”
• Identity undoing and power relations in leadership development (2013, background): “We agree with other resistance scholars (e.g. Jian, 2007) who suggest that studying insitu interactions of resistance is a particularly fruitful method for better understanding resistance.”