Time, Temporal Capability, and Planned Change

By Quy Nguyen Huy. 2001

461 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/29dc36d076fedbfe1c2cb89b56ec5366aedb73a3

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In Management Science and Operations Research

In Organizational Behavior and Human Resource Management

Citations in the corpus

The Impact of Change Process and Context on Change Reactions and Turnover During a Merger (2010, background): “Anxiety is a common reaction to change, with research suggesting that employees frequently report intense negative emotions such as anger, frustration, and anxiety when confronted with organizational change events (Fugate, Kinicki, & Prussia, 2008; Huy, 1999, 2001; Liu & Perrewe, 2005).”
The “Other” Time: A Review of the Subjective Experience of Time in Organizations (2020, background): “These examples and others demonstrate that subjective time concepts can improve our understanding of organizational phenomena above and beyond objective time (Huy, 2001).”
The pace, sequence, and linearity of radical change (2004, background): “PACE, SEQUENCE, AND LINEARITY A considerable majority of empirical research within the change literature has focused upon evo lutionary rather than revolutionary change (Huy, 2001).”
The influence of organizational respect on emotional exhaustion in the human services (2008, background): “Theoretical perspectives on organizational change indicate that organizations can often successfully change what they intentionally set out to alter (Huy, 2001; Van de Ven & Poole, 1995).”
Change fatigue: Development and initial validation of a new measure (2011, background): “A general proposition of this study and others is that too much change, or change for change’s sake, is likely to have a negative impact on employees (Huy, 2001; Zorn et al., 1999) including exhaustion and ensuing turnover (Rafferty & Griffin, 2006).”
FROM SUPPORT TO MUTINY: SHIFTING LEGITIMACY JUDGMENTS AND EMOTIONAL REACTIONS IMPACTING THE IMPLEMENTATION OF RADICAL CHANGE (2014, background): “As we noted, this literature has tended to focus on the initial, rather than later, phases of planned radical change, and to view the authority of TM change agents as largely unproblematic because of the typically severe organizational underperformance that justifies a top-down, commanding approach ”
Introduction to Special Topic Forum: Where are the New Theories of Organization? (2011, background): “Exemplars of other articles using inductive top-down theorizing published in the Academy of Management Review include Van de Ven and Poole’s (1995), in which the authors reviewed and synthesized a large number of academic articles on change at multiple levels of analysis, and Huy’s (2001) article on”
Complexity dynamics of nascent entrepreneurship (2007, unknown): “, pace, speed, or velocity (Eisenhardt, 1989; Huy, 2001).”
COERCED PRACTICE IMPLEMENTATION IN CASES OF LOW CULTURAL FIT: CULTURAL CHANGE AND PRACTICE ADAPTATION DURING THE IMPLEMENTATION OF SIX SIGMA AT 3M (2013, background): “Directive intervention is believed to rarely lead to long-lasting cultural changes (Huy, 2001).”
Toward a Theory of Paradox: A Dynamic equilibrium Model of Organizing (2011, background): “Even as managerial responses might involve splitting in the short term—leveraging insights from contingency theory to guide choices that align the firm with its current context—they also move beyond to seek integration and iterative decision making and attend to temporality that is both episodic and”
Minds, Hearts and Deeds: Cognitive, Affective and Behavioural Responses to Change (2006, background): “While there are many other types of leadership successful change managers have to adopt styles that engage followers (Huy, 2001).”