Leading change: why transformation efforts fail

By J. Kotter. IEEE Engineering Management Review, 2009

5,329 citations recorded by the source corpus.

Subfields: Management Information Systems

View Paper: https://www.semanticscholar.org/paper/9151bdf669ea06232b0a1b98b5607ef4f0f9cc64

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In Management Information Systems

Citations in the corpus

One Size Does Not Fit All---A Contingency Approach to Data Governance (2009, background): “However, changing organizational aspects of a company is a long process which sometimes takes several years to show visible results [Kotter 1995].”
FROM SUPPORT TO MUTINY: SHIFTING LEGITIMACY JUDGMENTS AND EMOTIONAL REACTIONS IMPACTING THE IMPLEMENTATION OF RADICAL CHANGE (2014, background): “Likewise, the prescriptive PROC literature has suggested relatively simple, generic prescriptions to aid change agents, such as creating a sense of urgency and a compelling vision, performing procedural and interactional justice, participation and cooptation of lower levels, and project leader credi”
Haunted by the Past: Effects of Poor Change Management History on Employee Attitudes and Turnover (2007, background): “Indeed, recommendations for effective change leadership emphasize a future orientation (Kotter, 1995).”
Leadership Styles in Relation to Employees’ Trust and Organizational Change Capacity (2016, background): “Our findings are similar to the previous literature which identifies the positive relationship between transformational leadership and employees’ trust in leaders (Conger et al., 2000; Gillespie & Mann, 2004; Holtz & Harold, 2008; Jung & Avolio, 2000; Kotter, 1995; Pawar & Eastman, 1997).”
Normology: Integrating insights about social norms to understand cultural dynamics (2015, background): “However, such organizational change efforts that begin with institutions—formal structures, mission statements, and rituals—risk insufficient commitment and even reactance (Kotter, 1995).”
When Is Empowerment Effective? The Role of Leader-Leader Exchange in Empowering Leadership, Cynicism, and Time Theft (2017, background): “Direct leaders fulfill the role of strategy implementers, standing close to frontline employees while delivering messages from upper management (Balogun & Johnson, 2004; Huy, 2002; Kotter, 1995).”
Do 70 Per Cent of All Organizational Change Initiatives Really Fail? (2011, background): “In the nineties, the influential practitioner magazine Harvard Business Review (HBR) published two articles: Why change programs don’t produce change (Beer et al., 1990) and Leading change: why transformation efforts fail (Kotter, 1995).”
Transformational change: governance interventions for climate change adaptation from a continuous change perspective (2017, background): “Many scholars in the field of both organisation and environmental change have described locked-in transition processes (e.g. Kotter 1995; Olsson, Galaz, and Boonstra 2014; Grin, Rotmans, and Schot 2010; Loorbach 2014).”
Framing the servitization transformation process: A model to understand and facilitate the servitization journey (2020, background): “In particular, they extend the Kotter (1995) model to include: (i) readiness for change, and (ii) dealing with resistance when executing a change management programme.”