This is “Other Books and Articles on Aspects of Organizational Capacity for Change”, section 5.2 (from appendix 5) from the book Beginning Organizational Change (v. 1.0). For details on it (including licensing), click here.

For more information on the source of this book, or why it is available for free, please see the project's home page. You can browse or download additional books there. You may also download a PDF copy of this book (2 MB) or just this chapter (85 KB), suitable for printing or most e-readers, or a .zip file containing this book's HTML files (for use in a web browser offline).

Has this book helped you? Consider passing it on:
Creative Commons supports free culture from music to education. Their licenses helped make this book available to you.
DonorsChoose.org helps people like you help teachers fund their classroom projects, from art supplies to books to calculators.

16.2 Other Books and Articles on Aspects of Organizational Capacity for Change

Beer, M., & Eisenstadt, R. (1994). Developing an organization capable of implementing strategy and learning. Human Relations, 49, 597–620.

Bennett, J. L. (2000). Leading the edge of change: Building individual and organizational capacity for the evolving nature of change. Mooresville, NC: Paw Print Press.

Bethune, G. (1998). From worst to first: Behind the scenes of Continental’s remarkable comeback. New York, NY: Wiley.

Bishop, C. (2000). Making change happen one person at a time: Assessing change capacity within your organization. New York, NY: AMACON.

Collins, J., & Porras, J. (1994). Built to last: Successful habits of visionary companies. New York, NY: HarperBusiness.

Dell, M. (2000). Direct from Dell: Strategies that revolutionized an industry. New York, NY: HarperBusiness.

Fullan, M. (2008). The six secrets of change: What the best leaders do to help their organizations survive and thrive. San Francisco, CA: Jossey-Bass.

Gardner, H. (2004). Changing minds: The art and science of changing our own and other people’s minds. Boston, MA: Harvard Business School Press.

Gerstner, L. (2002). Who says elephants can’t dance? New York, NY: HarperBusiness.

Hock, D. (2005). One from many: VISA and the rise of chaordic organization. San Francisco, CA: Berrett-Koehler.

Judge, W., & Blocker, C. (2008). Organizational capacity for change and strategic ambidexterity: Flying the plane while rewiring it. European Journal of Marketing, 42(9/10), 915–926.

Judge, W., & Douglas, T. (2009). The evolution of the organizational capacity for change construct. Journal of Organizational Change Management, 22(6), 635–649.

Judge, W., & Elenkov, D. (2005). Organizational capacity for change and environmental performance: An empirical assessment of Bulgarian firms. Journal of Business Research, 58, 894–901.

Judge, W., Naoumova, I., Douglas, T., & Kouzevol, N. (2009). Organizational capacity for change and firm performance in Russia. International Journal of Human Resource Management, 20(8), 1737–1752.

Lawler, E., & Worley, C. (2006). Built to change: How to achieve sustained organizational effectiveness. San Francisco, CA: Jossey-Bass.

Lengnick-Hall, C., & Beck, T. (2005). Adaptive fit versus robust transformation: How organizations respond to environmental change. Journal of Management, 31(5), 738–757.

Price Waterhouse. (1996). The paradox principles: How high performance companies manage chaos, complexity, and contradiction to achieve superior results. Chicago, IL: Irwin.

Seidman, D. (2007). How: Why how we do anything means everything in business (and in life). Hoboken, NJ: Wiley

Staber, U., & Sydow, J. (2002). Organizational adaptive capacity: A structuration perspective. Journal of Management Inquiry, 11, 408–424.

Thames, R., & Webster, D. (2009). Chasing change: Building organizational capacity in a turbulent environment. Hoboken, NJ: Wiley.