Considering planned change anew:stretching large group interventions strategically, emotionally and meaningfully
By Jean M. Bartunek, Julia Balogun, Boram Do. 2011
136 citations recorded by the source corpus.
Subfields: Organizational Behavior and Human Resource Management, Social Psychology
View Paper: https://www.semanticscholar.org/paper/1e7a8554f43a30ec98a6feff21c96539955bc894
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
- T. Lawrence
- Sally Maitlis
- Kevin G. Corley
- Quy Nguyen Huy
- Norbert Steigenberger
- Timothy J. Vogus
- Matthew S. Kraatz
- Wendy K. Smith
In Social Psychology
- Norbert Steigenberger
- Kevin G. Corley
- Quy Nguyen Huy
- Timothy J. Vogus
- T. Lawrence
- Sally Maitlis
- Matthew S. Kraatz
- Marlys K. Christianson
Citations in the corpus
- The Challenge of Integration: A Review of the M&A Integration Literature (2017, background): “…research, despite its focus on a substantial organizational change event, has had little exchange with the broader literature on organizational change, which is both more mature and larger (for recent reviews cf. Bartunek et al. 2011; Maitlis and Christianson 2014; Rafferty et al. 2012).”
- Sensemaking and emotion in organizations (2013, background): “We are also very grateful to Marlys Christianson, Stéphane Côté, Adam Grant, Ryan Quinn, Claus Rerup, Scott Sonenshein, and Klaus Weber for their feedback and encouragement on earlier drafts of it.”
- Authentic Leadership Perception, Trust in the Leader, and Followers’ Emotions in Organizational Change Processes (2016, unknown): “Qualitative techniques, mostly case studies, have been popular (e.g., Balogun, Bartunek, & Do, 2010; Bartunek et al., 2011; Bartunek, Rousseau, Rudolph, & Depalma, 2006; Giæver, 2009a; Giæver & Hellesø, 2010; Huy, 2002,2005; Kiefer, 2002; Smollan & Sayers, 2009; Smollan, Sayers, & Matheny, 2010; Sta”
- FROM SUPPORT TO MUTINY: SHIFTING LEGITIMACY JUDGMENTS AND EMOTIONAL REACTIONS IMPACTING THE IMPLEMENTATION OF RADICAL CHANGE (2014, background): “As many scholars reviewing this literature have noted (Bartunek et al., 2011; Ford et al., 2008; Piderit, 2000), research on resistance to change has tended to take (a) a favorable view of change and change agents and (b) a dominantly individualistic and cognitive view of change resistors.”