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LUBS5859M
Managing Change and Innovation Reading List

Managing Change and Innovation, 2018/19, Semester H03
Professor John Hayes
j.hayes@leeds.ac.uk
Tutor information is taken from the Module Catalogue

Unit 1

Fillingham, D. 2007. Can lean save lives? Leadership in health services ISSN: 1751-1879. 20(4), pp.231-241. 
 
  

Bamford, D., Daniel, S. 2005. A case study of change management effectiveness within the NHS. Journal of change management ISSN: 1469-7017. 5(4), pp.391-406.
 
 
  

Jung, J., Park, A. 2017. Case study: Volkswagen’s diesel emissions scandal. Thunderbird international business review. ISSN: 1096-4762. 59(1). pp.127-137.
 
 
  

Unit 2

Christensen, C.M., Raynor, M. and McDonald, E. 2015. What is disruptive innovation? Harvard business review. ISSN: 0017-8012. 93(12). pp.44-53. 
 
  

Appelbaum, S. H., Habashy, S., Malo, J. L., and Shafiq, H. 2012. Back to the future: Revisiting Kotter's 1996 change model. Journal of management development ISSN: 0262-1711. 31(8), pp.764-782. 
 
  

Fillingham, D. 2007. Can lean save lives? Leadership in health services ISSN: 1751-1879. 20(4), pp.231-24. 
 
  

Greiner, L. E.1972. Evolution and revolution as organizations grow. Harvard business review. ISSN: 0017-8012. 50(4), pp.37-46.
 
 
  

Sirkin, H. L. et al. 2005. The hard side of change management. Harvard business review. ISSN: 0017-8012. 83(10), pp.108.
 
 
  

McGee, P. 2018. Can Germany survive the ‘iphone’ moment for cars? The financial times. ISSN: 0307-1766. [Online]. October 23. [Accessed 28 January 2019]. Available from: https://www.ft.com/content/61684fa6-d2f6-11e8-a9f2-7574db66bcd5  
 
  

Unit 3

McFillen, J., O'Neil, D., Balzer, W. and Varney, G. 2013. Organizational diagnosis: An evidence-based approach. Journal of change management ISSN: 1469-7017.13(2). pp.223-246.
 
 
  

Spangenberg, H., Theron, C. 2013. A critical review of the Burke-Litwin model of leadership, change and performance. Management Dynamics. 22(2), pp.29-48.
 
 
 OCR REQUESTED BY LIBRARY (KR 12/03/2019) 

Logemann, M., Piekkari, R., and Cornelissen, J. 2018. The sense of it all: Framing and narratives in sensegiving about a strategic change. Long Range Planning. ISSN: 0024-6301. (In Press)
 
 
  

Hatch, M. J. and Schultz, M. 2017. Toward a theory of using history authentically: Historicizing in the Carlsberg Group. Administrative science quarterly. ISSN: 0001-8392. 62(4), pp.657-697.

Unit 4

Burnes, B., Cooke, B. 2013. Kurt Lewin’s Field theory: A review and re-evaluation. International journal of management reviews. ISSN: 1460-8545. 15(4), pp.408–425.
 
 
  

Unit 5

Freeman, K. W. 2009. The right way to close an operation. Harvard business review. ISSN: 0017-8012. 87(5), pp.45-51. 
 
  

Long, B. S. 2012. The irresponsible enterprise: the ethics of corporate downsizing. In: Corporate social irresponsibility : a challenging concept ISBN: 9781780529981 (hbk.); 1780529988 (hbk.); 9781780529998 (PDF ebook); 1780529996 (PDF ebook). Bradford: Emerald Group Publishing Limited, pp. 295-315. 
 
  

Parzefall, M. R. and Coyle-Shapiro, J. A. 2011. Making sense of psychological contract breach. Journal of managerial psychology. ISSN: 0268-3946. 26(1), pp.12-27.
 
  

Clampitt P.G. et al. 2000. A strategy for communicating about uncertainty. The Academy of Management executive. 14(40), pp.41-57 
 
  

Unit 6

Lofquist, E.A. 2011. Doomed to fail: A case study of change implementation collapse in the Norwegian civil aviation industry. Journal of change management ISSN: 1469-7017. 11(2), pp.223–243     

Gutzen, S. and Tuckermann, H. 2019. Neat in theory, entangled in praxis: A practice perspective on the social notion of collective reflection in organisations. Management learning. 0(00), pp.1-18.     

This list was last updated on 22/03/2019