Kurt Lewin and complexity theories: back to the future?

By B. Burnes. 2004

285 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/eba0d37d111f2e4d2337f1e66fcb1f0a3c8cb773

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Science and Operations Research

1. Sushil
2. David G. Allen
3. G. Tomas
4. Jr
5. Myungweon Choi
6. Jeremy C. Short
7. Dave J. Ketchen
8. Martine Van Selm

In Strategy and Management

1. Sushil
2. Jeremy C. Short
3. Donald Hislop
4. David G. Allen
5. G. Tomas
6. Jr
7. Myungweon Choi
8. Dave J. Ketchen

Citations in the corpus

• Do Organizational Socialization Tactics Influence Newcomer Embeddedness and Turnover? (2006, background): “…20th century (Argyris, 1989); it has been applied in the management and organizational literature to explain change management in complex systems (Burnes, 2004), interpersonal trust (Lewicki, McAllister, & Bies, 1998), organizational attitudes (Mathieu, 1991), the effects of foci of commitment…”
• Surviving organizational change: how management communication helps balance mixed feelings (2008, methodology): “This model was widely discussed (Burnes, 2004a, b) and criticized as static, linear, and mechanistic (Kanter et al., 1992).”
• DO ORGANIZATIONAL SOCIALIZATION TACTICS INFLUENCE NEWCOMER EMBEDDEDNESS AND TURNOVER (2004, background): “…distribution. at Universidad de Valencia on February 21, 2007 http://jom.sagepub.comDownloaded from explain change management in complex systems (Burnes, 2004), interpersonal trust (Lewicki, McAllister, & Bies, 1998), organizational attitudes (Mathieu, 1991), the effects of foci of commitment…”
• The process of individual unlearning: A neglected topic in an under-researched field (2014, background): “Increasing pressure from globalization, technological developments, changes in legislation and government policy, and increased competition has meant that change can be regarded as a continuous feature of the contemporary business environment (Burnes, 2004).”
• Individual Readiness for Organizational Change and Its Implications for Human Resource and Organization Development (2011, background): “Specifically, researchers like Burke and Biggart (1997) and Beer and Nohria (2000a, 2000b) estimated that about two thirds of change projects fail, and Burnes (2004c) suggested that the failure rate may be even higher.”
• Firm, strategic group, and industry influences on performance (2007, background): “Scholars have called for the inclusion of systems theories with such historical roots when examining the complexity of modern organizations (Anderson, 1999; Burns, 2004).”
• Revisiting Organizational Change: Exploring the Paradox of Managing Continuity and Change (2011, background): “Thus, with the application of ‘complexity theory’ in the organizational domain, ‘change’ took center stage in organizational theory development (Burnes, 2004b ).”