Self‐regulation, strategic leadership and paradox in organizational change

By Amy Taylor-Bianco, J. Schermerhorn. 2006

96 citations recorded by the source corpus.

Subfields: Applied Psychology, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/afa87bcf67a3ba56e98b7e6d6d29b7d0a4e68c2f

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In Organizational Behavior and Human Resource Management

1. Sushil
2. Karen A. Somerville
3. Karen S. Whelan-Berry
4. S. Nasim

Citations in the corpus

• Revisiting Organizational Change: Exploring the Paradox of Managing Continuity and Change (2011, background): “Bianco and Schermerhorn (2006) also reiterated that ‘organizational leadership should allow for coexistent states of both continuity and change’ (p.”
• Linking Change Drivers and the Organizational Change Process: A Review and Synthesis (2010, background): “Leaders’ change related actions are one of the most frequently identified change drivers in the literature (Trice and Beyer, 1991; Schein, 1992; Taylor-Bianco and Schermerhorn, 2006).”