Journal ArticleDOI
Leading change: why transformation efforts fail
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This article is published in IEEE Engineering Management Review.The article was published on 2009-09-15. It has received 5203 citations till now.read more
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How actors change institutions : Towards a theory of institutional entrepreneurship
TL;DR: In this article, the authors present theoretical and definitional issues associated with the concept and propose a conceptual account of institutional entrepreneurship that helps to accommodate them, and highlight future directions for research on institutional entrepreneurship, and conclude with a discussion of its role in strengthening institutional theory as well as in the field of organization studies.
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Organizational Change: A Review of Theory and Research in the 1990s
TL;DR: In this paper, a review selectively examines the theoretical and empirical organizational change literature over the past nine years (1990-early 1998), focusing on content issues, contextual issues, process issues, and criterion issues, dealing with outcomes commonly assessed in organizational change efforts.
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Strategizing Throughout the Organization: Managing Role Conflict in Strategic Renewal
Steven W. Floyd,Peter J. Lane +1 more
TL;DR: In this paper, the authors explain when and where strategic role conflict occurs and how organizational controls may be used to alleviate it, and how to alleviate the role conflicts between individual managers and between roles.
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Designing, implementing and updating performance measurement systems
TL;DR: It is concluded that specific processes are required to continuously align the performance measurement system with strategy and when these processes are combined with a well defined model of strategic success, the measurement system can enhance the strategic management process by challenging the assumptions and the strategy itself.
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The design and use of performance management systems: An extended framework for analysis
Aldónio Ferreira,David Otley +1 more
TL;DR: Evidence suggests that the extended framework provides a useful research tool for those wishing to study the design and operation of performance management systems by providing a template to help describe the key aspects of such systems.