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The Theory and Practice of Change Management
Individual and collective learning
other
Author(s):
John Hayes
Publication date
(Print):
2014
Publisher:
Macmillan Education UK
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Collective Dynamics
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Absorptive Capacity: A New Perspective on Learning and Innovation
Wesley M. Cohen
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Daniel Levinthal
(1990)
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A Dynamic Theory of Organizational Knowledge Creation
Ikujiro Nonaka
(1994)
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Exploring internal stickiness: Impediments to the transfer of best practice within the firm
Gabriel Szulanski
(1996)
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Book Chapter
Publication date (Print):
2014
Pages
: 487-511
DOI:
10.1007/978-1-137-28902-5_29
SO-VID:
5728a263-f5e0-4afe-a9e3-87192ec36e3f
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Book chapters
pp. 4
Process models of change
pp. 22
Leading change: a process perspective
pp. 46
Patterns of change
pp. 68
Recognizing a need or opportunity for change
pp. 86
Starting the change
pp. 100
Building change relationships
pp. 122
Diagnosis
pp. 144
Gathering and interpreting information
pp. 167
The role of leadership in change management
pp. 190
Power, politics and stakeholder management
pp. 212
Communicating change
pp. 233
Motivating others to change
pp. 255
Supporting others through change
pp. 279
Shaping implementation strategies
pp. 297
Developing a change plan
pp. 313
Types of intervention
pp. 332
Action research
pp. 344
Appreciative inquiry
pp. 359
Training and development
pp. 369
High performance management
pp. 381
Business process re-engineering
pp. 392
Lean
pp. 408
Culture profiling
pp. 421
Selecting interventions
pp. 435
Implementing change
pp. 451
Reviewing and keeping the change on track
pp. 465
Making change stick
pp. 476
Spreading change
pp. 487
Individual and collective learning
pp. 512
Pulling it all together: a concluding case study
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