Essays on Organizational Change Management Annotated Bibliography

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The paper “ Organizational Change Management” is a great example of the annotated bibliography on management. Michel W Durant, 2007 “ Managing Organizational Change” , Credit Research Foundation, Greensborough NC. 1-7Discussing the salient features of the organizational change and its management. This concept refers to the continuously changing context in the organizations. Another most important thing is that he has given reasons for failure for change management. The two reasons high lighted by him are the non-serious commitment of management and lack of skill and willingness of people to adapt to the new environment. The strengths of the article are its review of literature based upon the organizational vision and leadership as the most important aspect of organizational change management.

He has discussed three stages of change in an organization called Unfreezing change and Refreezing. He has also given different phases of change from the Kubler-Ross grief model that is denial, resistance, exploration, and commitment, and compared them with the organizational changes and its different stages. Although t, the article is widely trusted upon by the change practitioner they have criticized it for it oversight of the factor of measuring the change in other organizations.

The employees must be involved in organizational change. The desired behavior of the employees is the real backbone of an effective change program. Overall, this article is comprehensive contribution in the organizational change management studies. Davenport, Thomas H., Sirkka L. Jarvenpaa and Michael C. Beers. 1996 “ Improving knowledge work processes” published in. Sloan Management Review 37, no. 4 53-65.In their longitudinal study of organizations have chosen the management approaches based upon reengineering of their work process reflecting the type of knowledge, organizational culture and the requirements of business that the organization is involved in.

the knowledge about primary acquisition of business creation of new works, packaging techniques and application of new ideas is the key to success for organizational success. The routine business should be replaced by the professionals, technicians utilising their top skills and expertise within the organization.



1- Michel W Durant, 2007, “ Managing Organizational Change”, Credit Research Foundation, Greensborough NC

2- Davenport, Thomas H., Sirkka L. Jarvenpaa and Michael C. Beers, 1996 “Improving knowledge work processes”, Sloan Management Review 37, 53-65.

3- Pisano, Gary P. 1994.Knowledge, integration, and the locus of learning: an empirical analysis of process development. Cambridge, MA: Harvard Business School

4- Clark, Charles E., Nancy C. Cavanaugh, Carol V. Brown and V. Sambamuthry. 1996 Building a change-ready IS organization at Bell Atlantic. (BPR205).

5- Burke, W. Warner and Bill Trahant, 1996, Travelling Through Transitions, Training and Development,

6-Buchel, Mary, 1996 Accelerating Change, Training and Development,

7-alpin, Timothy, 1996Connecting Cultutre to organizational Change, Hr Magazine,

8-Snowden, D. J. 2002, Complex acts of knowing: Paradox and descriptive self-awareness. Jornal of Knowledge Management Electronic Jornal Centre

9- Booth-Butterfield, S. 1996, Stages of Change Retrieved

10-Brown, K. M. 1999, Tran-theoretical model/stages of change Retrieved March 12, 2002, from

11- Jensen, B. 1996. Was change management ever necessary? Retrieved January 17, 2002, from hhtp://

12- McIlduff, E., & Coughlin, D. (2000). Understanding and contending with passive aggressive behaviour in teams and organisations. Journal of Managerial

Psychology 15, 716-736. Retrieved August 20, 2002 from Emerald Insight.

13-Prochaska, J. M., Prochaska, J. O., & Levesque, D. A. (2001). A trans-theoretical approach to changing organisations. Administration and Policy in Mental Health, 28(4), 247-261.

14-Ramsey, P. L. 2001. Learning to be complete: the challenge of cultural dynamics. Reflections,

15-Schein, E. H. 1995. Kurt Levin’s change theory in the field and in the classroom: Retrieved 2002 from

16- Smith, M. K. 2001. Kurt Levin: Groups, experiential learning and action research. URL:

17-Kantar, R. M. 2009. Why Change. ISBN 2346543 Book marks

18- Larkin, Sandar and T.J Larkin, 1996, Reaching and Changing Frontline employees, Harvard Business Review,

20- Vaill, Peter B., 1991. Managing as a performing Art, Jossey- Bass publishers, San Francisco

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