Module 9 – References

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[2] Moore’s Law. Retrieved September 5, 2008, from Answers.com Web site: http://www.answers.com/topic/moore-s-law.

[3] Lasica, J. D. (2005). Darknet: Hollywood’s war against the digital generation. Hoboken, NJ: Wiley.

[4] Get ready. United States Small Business Association. Retrieved November 21, 2008, from http://www.sba.gov/smallbusinessplanner/plan/getready/SERV_SBPLANNER_ ISENTFORU.html.

[5] Barnett, W. P., & Carroll, G. R. (1995). Modeling internal organizational change. Annual Review of Sociology, 21, 217–236.

Boeker, W. (1997). Strategic change: The influence of managerial characteristics and organizational growth. Academy of Management Journal, 40, 152–170.

Deutschman, A. (2005, March). Building a better skunk works. Fast Company, 92, 68–73.

[6] Setter, Craig Joseph and The Council for Six Sigma Certification, Six Sigma: A Complete Step-by-Step Guide, The Council for Six Sigma Certification, 2018.

[7] Eisenbach, R., Watson, K., and Pillai, R., “Transformational Leadership in the Context of Organizational Change”, Journal of Organizational Change Management, 12, 1999, pp. 80-89.

[8] Change management: The HR strategic imperative as a business partner. (2007, December). HR Magazine, 52(12).

Huy, Q. N. (1999). Emotional capability, emotional intelligence, and radical change. Academy of Management Review, 24, 325–345.

[9] Fugate, M., Kinicki, A. J., & Prussia, G. E. (2008). Employee coping with organizational change: An examination of alternative theoretical perspectives and models. Personnel Psychology, 61, 1–36.

[10] Diamond, J. (2005). Guns, germs and steel: The fates of human societies. New York: W. W. Norton.

[11] Judge, T. A., Thoresen, C. J., Pucik, V., & Welbourne, T. M. (1999). Managerial coping with organizational change. Journal of Applied Psychology, 84, 107–122.

Wanberg, C. R., & Banas, J. T. (2000). Predictors and outcomes of openness to changes in a reorganizing workplace. Journal of Applied Psychology, 85, 132–142.

[12] Ashford, S. J., Lee, C. L., & Bobko, P. (1989). Content, causes, and consequences of job insecurity: A theory-based measure and substantive test. Academy of Management Journal, 32, 803–829.

Fugate, M., Kinicki, A. J., & Prussia, G. E. (2008). Employee coping with organizational change: An examination of alternative theoretical perspectives and models. Personnel Psychology, 61, 1–36.

[13] Herold D. M., Fedor D. B., Caldwell, S., & Liu, Y. (2008). The effects of transformational and change leadership on employees’ commitment to a change: A multilevel study. Journal of Applied Psychology, 93, 346–357.

[14] Fedor, D. M., Caldwell, S., & Herold, D. M. (2006). The effects of organizational changes on employee commitment: A multilevel investigation. Personnel Psychology, 59, 1–29.

[15] Labianca, G., Gray, B., & Brass D. J. (2000). A grounded model of organizational schema change during empowerment. Organization Science, 11, 235–257.

Rafferty, A. E., & Griffin. M. A. (2006). Perceptions of organizational change: A stress and coping perspective. Journal of Applied Psychology, 91, 1154–1162.

[16] Ford, J. D., Ford, L. W., & D’Amelio, A. (2008). Resistance to change: The rest of the story. Academy of Management Review, 33, 362–377.

[17] Lewin K. (1951). Field theory in social science. New York: Harper & Row.

[18] Kotter, J. P. (1996). Leading change. Boston, MA: Harvard Business School Press.

[19] Herold D. M., Fedor D. B., Caldwell, S., & Liu, Y. (2008). The effects of transformational and change leadership on employees’ commitment to a change: A multilevel study. Journal of Applied Psychology, 93, 346–357.

[20] Stewart, T. A., & Raman, A. P. (2007, July–August). Lessons from Toyota’s long drive. Harvard Business Review, 85(7/8), 74–83.

[21] Wanberg, C. R., & Banas, J. T. (2000). Predictors and outcomes of openness to changes in a reorganizing workplace. Journal of Applied Psychology, 85, 132–142.

[22] Armenakis, A. A., Harris, S. G., & Mossholder, K. W. (1993). Creating readiness for organizational change. Human Relations, 46, 681–703.

[23] Gerstner, L. V. (2002). Who says elephants can’t dance? Inside IBM’s historic turnaround. New York: Harper-Collins.

Kotter, J. P. (1996). Leading change. Boston, MA: Harvard Business School Press.

[24] Burkhardt, M. E. (1994). Social interaction effects following a technological change: A longitudinal investigation. Academy of Management Journal, 37, 869–898.

Kotter, J. P. (1996). Leading change. Boston, MA: Harvard Business School Press.

[25] Armenakis, A. A., Harris, S. G., & Mossholder, K. W. (1993). Creating readiness for organizational change. Human Relations, 46, 681–703.

[26] Nash, J. A. (2005, November–December). Comprehensive campaign helps Gap employees embrace cultural change. Communication World, 22(6).

[27] Wanberg, C. R., & Banas, J. T. (2000). Predictors and outcomes of openness to changes in a reorganizing workplace. Journal of Applied Psychology, 85, 132–142.

[28] Kotter, J. P. (1995, March-April). Leading change: Why transformations fail. Harvard Business Review, 73(2), 59–67.

Reay, T., Golden-Biddle, K., & Germann, K. (2006). Legitimizing a new role: Small wins and microprocesses of change. Academy of Management Journal, 49, 977–998.

[29] Hamel, G. (2000, July–August). Waking up IBM. Harvard Business Review, 78(4), 137–146.

[30] Kotter, J. P. (1995, March-April). Leading change: Why transformations fail. Harvard Business Review, 73(2), 59–67.

[31] Gale, S. F. (2003). Incentives and the art of changing behavior. Workforce Management, 82(11), 48–54.