Breaking the Code of Change

By Michael Beer, N. Nohria. 2000

679 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/28b700d961c9c5f8c2a1f7d6ba9533e2b95745de

How researchers see this paper

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

1. M. Higgs
2. A. Rafferty
3. D. Rowland
4. A. Armenakis
5. A. A. Al-ali
6. N. Jimmieson
7. V. Dulewicz
8. Georg Schreyögg

Citations in the corpus

• The Evolution of Management Models: A Neo-Schumpeterian Theory (2018, background): “Similarly, quality, culture, and learning approaches were often portrayed as opposed to the mechanistic bureaucracy of strategy-and-structure, but in practice these normative and rational approaches were typically combined (see e.g., Bate, Khan, and Pye, 2000; Beer and Nohria, 2000).”
• Individual Readiness for Organizational Change and Its Implications for Human Resource and Organization Development (2011, background): “In addition, the proponents of normative-reeducative strategies also assume that participation is essential for building the partnership, trust, and commitment, which are thought to be vital for long-term performance improvements (Bennis, 2000).”
• A new framework for managing change (2007, background): “Many authors, including Kotler, Senge, and Beer and Nohria (2000a, b)”
• Organizational change: Motivation, communication, and leadership effectiveness (2009, background): “With nearly two-thirds of change efforts falling short of expectations (Beer & Nohria, 2000), the need is clear for change agents to possess a thorough understanding of the relationship between change abilities and change effectiveness.”
• Process Consultation Revisited (2009, background): “theorizing became even polarized ( Beer & Nohria, 2000 ).”
• Organizational Change and Characteristics of Leadership Effectiveness (2009, background): “Other studies of change efforts have reported failure rates of one third to two thirds (Beer & Nohria, 2000; Bibler, 1989) and as high as 80% to 90% ( Cope, 2003).”
• Change Readiness (2013, background): “Indeed, in a review of the literature, Bouckenooghe (2010) concluded that over 90% of conceptual work on change attitudes has been conducted on either change readiness or resistance to change.”
• Linking Change Drivers and the Organizational Change Process: A Review and Synthesis (2010, background): “Research suggests that failed organizational change initiatives range from one-third to as high as 80% of attempted change efforts (Fisher, 1994 ; Beer and Nohria, 2000 ; Higgs and Rowland, 2000 ; Hirschhorn, 2002 ; Knodel, 2004 ; Sirkin et al.”
• Do 70 Per Cent of All Organizational Change Initiatives Really Fail? (2011, background): “Beer and Nohria (2000b) drew together many respected change scholars and organized the book around their Theory E and Theory O.”
• Transformational Leadership and Employees’ Reactions to Organizational Change: Evidence From a Meta-Analysis (2020, background): “However, succeeding in organizational change is not easy thing as approximately 70% of organizations fail to effectively achieve such change (Beer & Nohria, 2000).”
• The limitations of dispositional resistance in relation to organizational change (2013, background): “Nevertheless, there seems to be a clear consensus among researchers and practitioners alike that a majority of organisational change initiatives fail (Beer and Nohria, 2000; Burnes, 2009; By et al., 2008; Diefenbach, 2007).”