Cracking the code of change.

By Michael Beer, N. Nohria. Harvard Business Review, 2000

1,500 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Speech and Hearing

View Paper: https://www.semanticscholar.org/paper/b5ce6553417259698ae2bce6752e5bfb700ab9c5

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In Organizational Behavior and Human Resource Management

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Citations in the corpus

The Role of Perceived Organizational Support in Individual Change Readiness (2019, background): “Organizations often struggle with change, as studies report that up to 70% of change initiatives fail (Amis, Slack, & Hinings, 2004; Beer & Nohria, 2000).”
Organizational outcomes of leadership style and resistance to change (Part One) (2015, background): “Resistance can also be detrimental to positive organizational outcomes, as it can prevent organizations from responding appropriately to environmental threats and opportunities (Beer and Nohria, 2000).”
Individual Readiness for Organizational Change and Its Implications for Human Resource and Organization Development (2011, background): “Some of them specifically focus on broad strategies for implementing change and provide general guidance for change activities (e.g., Beer & Nohria, 2000a, 2000b; Chin & Benne, 1985; Hornstein, Bunker, Burke, Gindes, & Lewicki, 1971; Quinn & Sonenshein, 2008; Rajagopalan & Spreitzer, 1997).”
Do 70 Per Cent of All Organizational Change Initiatives Really Fail? (2011, background): “Beer and Nohria (2000b) drew together many respected change scholars and organized the book around their Theory E and Theory O.”
Why change fails: knowledge counts (2005, background): “It is estimated that up to 70 percent of new programs – from re-engineering, installing new technology to changing culture fail (Hammer and Champy, 1993; Beer and Nohria, 2000). Beer et al. (1990) discussed why change efforts do not produce change.”
How Does Authentic Leadership Influence Planned Organizational Change? The Role of Employees’ Perceptions: Integration of Theory of Planned Behavior and Lewin's Three Step Model (2017, background): “The most difficult task leaders undertake is implementation of planned organizational change, as some authors suggest two-thirds of planned initiatives fail (Beer & Nohria, 2000; Burnes, 2015b; Černe, Jaklič, & Škerlavaj, 2013; Cinite, Duxbury, & Higgins, 2009).”
The role of silence on employees' attitudes “the day after” a merger (2011, background): “The role of top management is considered crucial for the success of the change in the change management literature (Beer and Nohria, 2000).”
Why Total Quality Management Programs Do Not Persist: The Role of Management Quality and Implications for Leading a TQM Transformation (2003, methodology): “The economic value of management’s approach to this TQMlike transformation became apparent when Asda was sold to Wal-Mart, a company known for its customer-oriented culture, for eight times the market value of the firm when the transformation began (Beer & Nohria, 2000).”
The influence of intrinsic and extrinsic motivation on individuals' knowledge sharing behavior (2011, background): “In order to encourage knowledge contributors to share, the organization can provide different forms of economic rewards such as salary increases, bonuses, job security, or promotions (Ba et al., 2001; Beer and Nohria, 2000; Bock et al., 2005; He and Wei, 2008; Kankanhalli et al., 2005).”
Effects of extrinsic and intrinsic motivation on employee knowledge sharing intentions (2007, neutral): “1177/0165551506068174 144 sharing culture [56, 72, 73].”
Determinants Of Knowledge Sharing Behaviors: Developing And Testing An Integrated Theoretical Model (2006, background): “…individuals engage in knowledge sharing when they expect to receive economic benefits such as increased pay, bonuses, job security, career advancement etc for sharing knowledge(Ba et al, 2001; Beer and Nohria 2000; Hall, 2001; Davenport and Prusak, 1998; Jarvenpaa & Staples, 2000; Ruggles, 1998).”
Change process characteristics and resistance to organisational change: The role of employee perceptions of justice (2015, background): “, 2012) and costs exceeding millions of dollars in time and resources (Beer and Nohria, 2000; Chreim, 2006; Foster, 2010).”
The role of emotional intelligence and personality variables on attitudes toward organisational change (2004, background): “Beer and Nohria (2000) argue that 70 per cent of change programs fail because of lack of strategy and vision, lack of communication and trust, lack of top management commitment, lack of resources, lack of change management skills, resistance to change etc. Research dealing with organisational…”
The Four Pillars of Sustainable Urban Transportation (2005, background): “But even within a single organization, change processes are notoriously difficult to implement (Beer and Nohria, 2000).”