lead Leading Change – British Airways case: references MBA 2013 Core Grugulis, I. , Wilkinson, A. (2002) Managing Culture at British Airways: Hype, Hope and Reality. Long Range Planning, 35, 2, 179-194. Kotter, J. (2007) `Leading Change: Why Transformation Efforts Fail’, Harvard Business Review, January 2007, pp. 96 – 103 Recommended Beer, M. & Nohria, N. 2000, “Cracking the Code of Change”, Harvard Business Review, vol. May-June, pp. 133-141. Vermeulen, F. , Puranam, P. & Gulati, R. 2010, “Change for Change’s Sake”, Harvard business review, vol. 8, no. 6, pp. 70-76 Supplementary Burnes, B. 2004, Managing Change, Fourth edn, Financial Times/Prentice Hall, London. Grey, C. 2003, “The Fetish of Change”, TAMARA: Journal of Critical Postmodern Organization Science, vol. 2, no. 2, pp. 1-19. Jick, T. D. & Peiperl,M. A. (2003) (2nd edn) `Managing Change: cases and concepts’, Boston: McGraw-Hill (pp 26-44) Kegan, R. & Lahey, L. L. 2001, “The real reason people won’t change”, Harvard Business Review no. November, pp. 84-92. Kotter, J. P. (1996) Leading change, Boston, Mass. Harvard Business School Press (658. 406) 4 copies in UniS library, and available as an e-book Morgan, G. 2006, Images of Organization, 4th edn, Sage, London. Robbins, H. and Finley, M. (1997) Why Change Doesn’t Work, London: Orion Business Books (out of print, sections 1,2, and 3 are available at http://mfinley. com/bizbooks/list-changebook. htm) Watzlawick, P. , Weakland, J. , & Fisch, R. 1974, Change: principles of problem formation and problem resolution W. W. Norton & Co. , New York.
Lead Change Ba
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Lead Change Ba