Skip to main content
Article thumbnail
Location of Repository

An integrated perspective on strategic change

By J. Newton


School of Managemen

Year: 1993
OAI identifier:
Provided by: Cranfield CERES

Suggested articles


  1. (1976). Administrative Behaviour (4th Ed).
  2. (1988). An institutional perspective on the rise, social transformation, and fall of a university budget category. doi
  3. (1991). Champions of Change and Strategic Shifts: The Role of Internal and External Change Advocates. doi
  4. (1984). Changing Interpretive Schemes and Organizational Restructuring: The example of a Religious Order. Administrative Science Quarterly: Vo129, doi
  5. (1992). Changing the Essence: The art of Creating and Leading Fundamental Change in Organizations. doi
  6. (1979). Choosing Strategies for Change. Harvard Business Review, February -
  7. (1980). Competitive Strategy: Techniques for Analyzing Industries and Competitors.
  8. (1980). Concepts for the Management of Organizational Change, doi
  9. (1986). Convergence and Upheaval: Managing the Unsteady Pace of Organizational Evolution. California Management Review. Vol XXIX, doi
  10. (1990). Converting to For-Profit Status: Corporate R.;;IK$veness to Radical Change. doi
  11. (1965). Corporate Strategy. doi
  12. (1988). Crafting an Institutionally Informed Ecology of Organ&ions in
  13. (1990). Ecological and institutional sources of change in organizational populations. In G.R. Carol1 (ed), Ecological models of organization:
  14. (1993). Education for Leading Learning. Organizational Dynamics, doi
  15. (1975). Environmental Constraints and Organizational Structure: A Comparative Analysis of Rehabilitation Organizations. doi
  16. (1986). Even Dwarfs Started Small: Liabilities of Age and Size and their Strategic Implications.
  17. (1982). Evolution and Revolution: A Quantum View of Structural Change in Organizations. doi
  18. (1990). Evolving Interpretations as a Change Unfolds: How Managers Construe Key Organizational Events. doi
  19. (1993). Ex-ploring Corporate Strategy, Third Edition. Hemel
  20. (1991). Explaining Decision Processes. doi
  21. (1987). First-Order, Second-Order, and Third-Order Change and Organization Development Interventions: A Cognitive Perspective. doi
  22. (1981). How Organizations Learn and Unlearn. Handbook of Organizational Design, Vol I: Adapting Organizations to their environments,
  23. (1993). Implementing Strategic Change. doi
  24. (1965). Industrial Organization: Theory and Practice. doi
  25. (1989). Industry Recipes: The nature and sources of management judgement. doi
  26. Innovation, and Institutionalization in the Creation Process in doi
  27. (1991). Institutional Linkages and Organizational Mortality. doi
  28. (1988). Institutional Patterns and Organizations. doi
  29. (1977). Institutionalised Organizations: Formal Structure as Myth and Ceremony. doi
  30. (1988). Interest and Agency
  31. (1979). Issues in the Creation of Organizations: Initiation, Innovation and Institutionalization. Kimberly, Miles & Associates, doi
  32. (1989). Linking Cognitive, Organizational and Political Factors in ~;;l$n~g Organizational Change.
  33. (1990). Longitudinal Field Research on Change Theory and Practice. doi
  34. (1987). Managing Change and Making
  35. (1991). Managing Change for Competitive Success. doi
  36. (1990). Managing Organizational Change. Kogan Page, doi
  37. (1990). Managing Strategic Change; The Role of Symbolic Action. doi
  38. (1983). Managing Strategic Change: Technical, Political and Cultural Dynamics. doi
  39. (1990). Mapping Strategic Thought. In doi
  40. (1957). Models of Man. doi
  41. (1980). Momentum and Revolution in Organizational Adaptation. doi
  42. (1993). Organization Learning: Theory to Practice in
  43. (1988). Organizational Adaptation: Some Implications of Organizational Ecology for Strategic Choice. doi
  44. (1963). Organizational Choice. Tavistock publications: doi
  45. (1985). Organizational Culture and Leadership. doi
  46. (1988). Organizational Design Types, Tracks and the Dynamics of Strategic Change. doi
  47. (1989). Organizational Ecology. doi
  48. (1989). Organizational Frame bending: Principles for Managing Reorientation. The Academy of Management Executive, Vol III, doi
  49. (1978). Organizational Learning: A theory of action perspective. doi
  50. (1983). Organizational Life Cycles and Shifting Criteria of Effectiveness: Some Preliminary Evidence. Management Science: doi
  51. (1988). Organizational Origins: Entrepreneurial and Environmental Imprinting at the Time of Founding doi
  52. (1972). Organizational Structure, Environment & Performance: The Role of Strategic Choice. doi
  53. (1987). Organizational Transition: Managing Complex Change. 2nd edition. doi
  54. (1981). Organizational versus Environmental Sources of influence doi
  55. (1979). Organizations and Environments. Englewood Cliffs, doi
  56. (1983). Organizations as institutions
  57. (1984). Organizations: A Quantum view. Englewood Cliffs, doi
  58. (1987). Organizations: Rational, Natural and Open Systems. Second Edition. Englewood Cliffs, doi
  59. (1992). Organizations: Rational, Natural and Open Systems. Third Edition. Englewood Cliffs, doi
  60. (1978). Patterns in Strategy Formulation. doi
  61. (1984). Perspectives in Organizations: Resource Dependence, Efficiency, and Population. doi
  62. (1984). Power and Organization Life Cycles. doi
  63. (1983). Power in and around organizations. Englewood Cliffs, doi
  64. (1988). Re-thinking Incrementalism. Strategic Management Journal: Vol 9, doi
  65. (1989). Resource Management: Process and Progress. doi
  66. (1968). Revolutionary Change. doi
  67. (1989). Selecting Tactics to Implement Strategic Plans. doi
  68. (1992). Shaping Strategic Change. doi
  69. (1989). Strategic Change: The effects of Founding and History. doi
  70. (1988). Strategic Problem Formulation: Biases and Assumptions Embedded in Alternative Decision-Making Models. doi
  71. (1991). Strategic Responses to Institutional Processes.
  72. (1980). Strategies for Change: Logical Incrementalism. doi
  73. (1990). Strategy Formation: Schools of Thought
  74. (1983). Strategy-Making and Environment: The Third Link. Strategic Management Journal: Vo14,
  75. (1985). Strategy, Change & Defensive Routines. doi
  76. (1974). Strategy, Structure and Economic Perjbnnance.
  77. (1984). Structural Inertia and Organizational Change. American Sociological Review, Vo129, doi
  78. (1992). The Antecedents of Deinstitutionalisation.
  79. (1985). The Application of Population Ecology Models to the Study of Organizations. doi
  80. (1985). The Awakening Giant: Continuity and Change in ICI. doi
  81. (1983). The Change Masters: Corporate Entrepreneurs at work.
  82. (1988). The Cognitive perspective on Strategic Decision Making. doi
  83. (1988). The Collective Strategy Framework: An Application to Competing Predictions of Isomorphism. doi
  84. (1980). The Concept of Corporate Strategy.
  85. (1990). The Critical Path to Corporate Renewal.
  86. (1988). The Dynamics of Strategic Change. doi
  87. (1978). The external control of organizations: A Resource Dependence Perspective. doi
  88. (1990). The Ftfth Discipline: The Art and Practice of the Learning Organization. doi
  89. (1990). The Icarus Paradox.
  90. (1983). The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields. American Sociological Review, doi
  91. (1961). The Management of Innovation. doi
  92. (1980). The Organizational Life-Cycle, Jossey-Bass,
  93. (1973). The Politics of Organizational Decision-Making. doi
  94. (1977). The Population Ecology of Organizations. doi
  95. (1977). The role of institutionalisation in cultural persistence. doi
  96. (1976). The structure of ‘unstructured’ decision processes, doi
  97. (1985). Three Models of Strategy. doi
  98. (1984). To avoid Organizational Crises, Unlearn. Organizational Dynamics: doi
  99. (1972). Vol 19, Issue 4, Spring, pp 5 - 17.

To submit an update or takedown request for this paper, please submit an Update/Correction/Removal Request.