HRM-5014 v2

Bowden, T., & Russo, R. “Mike.” (2017). A roadmap for achieving real culture change in your organization. Armed Forces Comptroller, 4, 35.
This article presents a real case scenario of federal agencies and their initiatives towards culture change. It offers insights on the dynamics of changing organizational culture and managing the change, and how careful planning and commitment can bring to a new and improved culture.

Burns, B. (2004). Kurt Lewin and complexity theories: back to the future? Journal of Change Management, 4(4), 309-325.
This article discusses the significance of Kurt Lewin's pioneer contribution to organizational change and the rapid transformation that organizations have gone through over the last 20 years.

Burnes, B. (2004). Kurt Lewin and the planned approach to change: A re-appraisal. Journal of Management Studies, 41(6), 977–1002.
This article discusses the work of Kurt Lewin, which has dominated the theory and practice of change management for over 40 years, particularly the 3-Step model. This article seeks to re-appraise Lewin's work and challenge the validity of his views in the light of the past 20 years.

Benson, J.D. (2019). Motivation, productivity and change management. In Salem Press Encyclopedia.
This article focuses on the importance of employee motivation in managing change within an organization and how productivity is affected by the nature of the information-based organization. A summary of motivation theories is presented, including the needs-based, process-based, and reinforcement motivation theories.

Brown, M., Kulik, C. T., Cregan, C., & Metz, I. (2017). Understanding the change-cynicism cycle: The role of HR. Human Resource Management, 56(1), 5–24.
The article examines the impact of two human resource roles (administrative expert and strategic change agent) on the relationship between organizational change and employee change cynicism.

Venus, M., Stam, D., & van Knippenberg, D. (2019). Visions of change as visions of continuity. Academy of Management Journal, 62(3), 667–690.
This article provides insights into the leader’s vision as a critical vehicle to motivate followers to support organizational change. The authors have conducted research on organizational change that has used a social identity perspective, concluding that one important reason followers resist change is that change may pose a threat to their subjective sense of continuity of organizational identity.