MSOL-5104 v2

Sadaric, A., & Skerlavaj, M. (2023). Giving sense to change leadership: Towards a narrative-based process model. Economic & Business Review, 25(1), 41–63.
This central theoretical contribution focuses on how linking the findings from different
research areas that deal with storytelling and persuasive communication can contribute to understanding the underlying mechanism of change leaders’ influential behavior.

Voulgarides, C. K., & DeMatthews, D. E. (2024). The ebbs and flows of equity work amongst organizational shocks and crises. Journal of Educational Change, 25(1), 127–149.
In this article, we examine how the shock of the COVID-19 pandemic and the murder of George Floyd influenced how a mid-sized urban school district in the northeastern U.S. pursued organizational improvement for educational equity. We frame the global pandemic and the aftermath of the murder of George Floyd as organizational shocks that disrupted school and district operations that are relevant across borders and international contexts.

Holten, A., Hancock, G. R., & Bøllingtoft, A. (2020). Studying the importance of change leadership and change management in layoffs, mergers, and closures. Management Decision, 58(3), 393-409.
This article examines the critical role of leadership in times of organizational change. It examines the importance of leadership communicating, involving, informing, and supporting stakeholders associated with the organization.

Osiyevskyy, O., Shirokova, G., & Ritala, P. (2020). Exploration and exploitation in crisis environment: Implications for level and variability of firm performance. Journal of Business Research, 114, 227-239.
In this work, you examine a framework that discusses exploration and exploration during a period of organizational crisis. The authors investigate how the severity of the crisis impacts the performance level within the organization.

Schmidt, J. E. T., & Groeneveld, S. M. (2021). Setting sail in a storm: Leadership in times of cutbacks. Public Management Review, 23(1), 112-134.
This paper explores what type of leadership public managers engage in during cutbacks. This is a qualitative case study involving cutbacks in three public organizations. It shows how cutbacks trigger centralized decision-making and top-down planned change processes, reducing public managers’ room to maneuver.

Mind Mapping. (2021).
Mind mapping is a very useful tool that enables you to capture the thought process that happens in your brain. The process of mind mapping enables you to acquire knowledge, think clearly, and create new ideas.