Changing an organisation’s culture: correlates of success and failure

By Martin E. Smith. 2003

154 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/8d45fd7f652784ff79f191022c7d80fdba58255f

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In Organizational Behavior and Human Resource Management

1. Karen A. Somerville
2. Karen S. Whelan-Berry

Citations in the corpus

• Linking Change Drivers and the Organizational Change Process: A Review and Synthesis (2010, background): “As organizational members experience the changes in the organization’s structures and processes, it provides further evidence that the change is real, potentially reducing resistance (Recardo, 1995), and contributing to successful change implementation (Johnson et al., 2001; Smith, 2003).”
• Leadership and Change: The Case for Greater Ethical Clarity (2011, unknown): “Indeed, there is substantial evidence that only around 30% of all change initiatives are successful (Bessant and Haywood 1985; Crosby 1979; Hammer and Champy 1993; McKinsey & Company 2008; Senturia et al. 2008; Smith 2002, 2003).”