Abdolahzadeh Rafi, H., Rahim nia, F., & Khorakian, A. (2021). Detecting the Experts' Mental Patterns towards Readiness for Change in Mashhad Municipality. Transformation Management Journal, 12(2), 49-76. doi: 10.22067/tmj.2021.31064.0
Armenakis, A. A.; Harris, S. G., & Mossholder, K. W. (1993). Creating readiness for organizational change. Human Relations, 46: 681–704.
Balogun, J., & Johnson, G. (2004). Organizational restructuring and middle manager sensemaking. Academy of Management Journal, 47: 523–549.
Balogun, J., & Johnson, G. (2005. From intended strategies to unintended outcomes: The impact of change recipient sensemaking. Organization Studies, 26: 1573–1601.
Barry, D., & Elmes, M. (1997). Strategy retold: Toward a narrative view of strategic discourse. Academy of Management Review, 22: 429–452.
Bartunek, J. M. (1984. Changing interpretive schemas and organizational restructuring: The example of a religious order. Administrative Science Quarterly, 29: 355–372.
Beer, M.; Eisenstat, R. A., & Spector, B. (1990). The critical path to corporate renewal. Boston: Harvard Business School Press. Berelson, B. 1952. Content analysis in communication research. Glencoe, IL: Free Press.
Boje, D. M. (2001). Narrative methods for organizational and communication research. London: Sage.
Brown, A. D., & Humphreys, M. (2003). Epic and tragic tales: Making sense of change. Journal of Applied Behavioral Science, 39: 121–144.
Brown, S. L., & Eisenhardt, K. M. (1997. The art of continuous change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations. Administrative Science Quarterly, 42: 1–34.
Bruner, J. S. (1990). Acts of meaning. Cambridge, MA: Harvard University Press. Buchanan, D., & Dawson, P. (2007). Discourse and audience: Organizational change as multi story process. Journal of Management Studies, 44: 669–686.
Corley, K. G., & Gioia, D. A. (2004). Identity ambiguity and change in the wake of a corporate spin-off. Administrative Science Quarterly, 49: 173–208.
Currie, G., & Brown, A. D. (2003). A narratological approach to understanding processes of organizing in a UK hospital. Human Relations, 56: 563–586.
Dent, E. B., & Goldberg, S. G. (1999). Challenging “resistance to change.” Journal of Applied Behavioral Science, 35: 25–41.
Donnellon, A.; Gray, B., & Bougon, M. G. (1986). Communication, meaning, and organized action. Administrative Science Quarterly, 31: 43–55.
Eisenberg, E. M. (1984. Ambiguity as strategy in organizational communication. Communication Monographs, 51: 227–243.
Eisenberg, E. M.; Murphy, A. G., & Andrews, L. (1998). Openness and decision making in the search for a university provost. Communication Monographs, 65: 1–23.
Eisenhardt, K. M. (1989). Building theories from case study research. Academy of Management Review, 14: 532–550.
Eisenhardt, K. M., & Graebner, M. E. (2007). Theory building from cases: Opportunities and challenges. Academy of Management Journal, 50: 25–32.
Fiol, M. C. (2002). Capitalizing on paradox: The role of language in transforming organizational identities. Organization Science, 13: 653–666.
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.
Gabriel, Y. (1995). The unmanaged organization: Stories, fantasies and subjectivity. Organization Studies, 16: 477–501.
Gabriel, Y. (2004). Narratives, stories and texts. In D. Grant, C. Hardy, C. Oswick, & L. Putnam (Eds.), The Sage handbook of organizational discourse: 62–77. Thousand Oaks, CA: Sage.
Gephart, R. B. J. (1993). The textual approach: Risk and blame in disaster sensemaking. Academy of Management Journal, 36: 1465–1514.
Glaser, B. G., & Strauss, A. L. (1967). The discovery of grounded theory: Strategies for qualitative research. New York: Aldine De Gruyter.
Hofer, C. W., & Schendel, D. (1978). Strategy formulation: Analytical concepts. St. Paul: West.
Isabella, L. A. (1990). Evolving interpretations as change unfolds: How managers construe key organizational events. Academy of Management Journal, 33: 7–41.
Kotter, J. P. (1996). Leading change. Boston: Harvard Business School Press.
Labianca, G.; Gray, B., & Brass, D. J. (2000). A grounded model of organizational schema change during empowerment. Organization Science, 11: 235–257.
Langley, A. (1999). Strategies for theorizing from process data. Academy of Management Review, 24: 691–710.
Lewin, K. (1951). Field theory in social science. New York: Harper & Row.
Maitlis, S., & Lawrence, T. B. (2007). Triggers and enablers of sensegiving in organizations. Academy of Management Journal, 50: 57–84.
Maitlis, S., & Sonenshein, S. (2010). Sensemaking in crisis and change: Inspiration and insights from Weick 1988. Journal of Management Studies, 47: 551–580.
Miller, V. D.; Johnson, J. R., & Grau, J. (1994). Antecedents to willingness to participate in a planned organizational change, 22: 59–80.
Murphy, A. G. (1998). Hidden transcripts of flight attendant resistance. Management Communication Quarterly, 11: 499–535.
Pentland, B. T. (1999). Building process theory with narrative: From description to explanation. Academy of Management Review, 24: 711–724.
Piderit, S. K. (2000). Rethinking resistance and recognizing ambivalence: A multidimensional view of attitudes toward an organizational change. Academy of Management Review, 25: 783–794.
Riessman, C. K. (1993). Narrative analysis. Newbury Park, CA: Sage.
Sehhat, S., Safari moghadam, A., Ashary, M., & Pani, B. (2021). Identifying Some Metaphorical Functions in Organizational Leadership. Organizational Behaviour Studies Quarterly, 10(1), 1-28.
Van de Ven, A. H. (1992). Suggestions for studying strategy process: A research note. Strategic Management Journal, 13: 169–188.
Van de Ven, A. H., & Poole, M. S. (1995). Explaining development and change in organizations. Academy of Management Review, 20: 510–540.
ارسال نظر در مورد این مقاله