The Heart of Change: Real-Life Stories of How People Change Their Organizations

By J. Kotter, Dan Cohen. 2002

847 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/b0f7ea235889117a867f3d216755452be465dcff

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Citations in the corpus

Employee perceptions of organizational change: impact of hierarchical level (2008, neutral): “organizational change (Kotter and Cohen, 2002; Nadler, 1987).”
Are Commitment Profiles Stable and Predictable? A Latent Transition Analysis (2016, background): “A track record of success will help, but, in its absence, evidence of a clear and rational vision for the future could help, as might evidence of “small wins” (Kotter & Cohen, 2002) in the early stages of change.”
Longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment (2016, background): “…need to build and maintain commitment to the change as well as strive to empower their employees to enact the change in ways that are best suited to the challenges they encounter (e.g. Argyris, 1999; Armenakis and Harris, 2009; Brown and Eisenhardt, 2002; Hultman, 1998; Kotter and Cohen, 2002).”
Framing the servitization transformation process: A model to understand and facilitate the servitization journey (2020, background): “Organisational commitment has been widely acknowledged as a key success factor for any change efforts (Kotter and Cohen, 2002, Burnes, 2004).”
Toward a Theory of Change Readiness (2008, background): “Authors cite a variety of reasons for failed change efforts, including a lack of urgency (Kotter & Cohen, 2002), contracting against the right issues and outcomes (Block, 2001), and lack of systems thinking (Burke, 1982, 2002; Burke & Litwin, 1992).”
Sensemaking in Crisis and Change: Inspiration and Insights from Weick (1988) (2010, background): “…up, making everybody talk and think and worry’ (p. 439), and is consistent with practitioners’ calls to create urgency for change by appealing to emotions (Kotter and Cohen, 2002), and the notion of an ‘autogenic crisis’ that enables learning rather than rigidity (Barnett and Pratt, 2000).”
Major influences on the teaching and assessment of graduate attributes (2012, background): “Most helpful may be the work of Kotter (1996, 2008), Kotter and Cohen (2002), Kotter and Whitehead (2010) and Gardner (2007).”
Can we talk, and should we? Managing Emotional Conflict in Multicultural Teams (2004, background): “…or “feelings” as overly subjective has been demonstrated by leaders who recognize that words alone are often insufficient to motivate employees to change (Kotter & Cohen, 2002), and by management scholars who have noted that management research may benefit by more nonlinear thinking, especially…”
WHY FLEXIBLE AND ADAPTIVE LEADERSHIP IS ESSENTIAL (2010, methodology): “…method used in this stream of research involves analysis of case studies about leaders who succeeded or failed in their attempt to initiate a major change or implement a new strategy in their organization (Beer, 2001; Finkelstein, 2003; Kotter & Cohen, 2002; Hambrick, Nadler, & Tushman, 1998).”
Shared leadership theory (2007, background): “Top-down initiatives for change appear to have greater success when they are well orchestrated by leaders at local or more junior levels and are linked in a sensitive and coherent manner to bottom-up or lower level concerns ( Kotter and Cohen, 2002; Pettigrew et al., 1992).”