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OhareBibliographyNOTES.docxO’hare 2
Bailey O’Hare
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ENC 1102
Professor Doran
10-31-2021
Annotated Bibliography on Organizational Change Comment by [email protected]: Alphabetize sources
Waeger, Daniel, and Klaus Weber. “Institutional Complexity and Organizational Change: An Open Polity Perspective.” Academy of Management Review, vol. 44, no. 2, Apr. 2019, pp. 336–359. EBSCOhost, doi:10.5465/amr.2014.0405. Comment by [email protected]: All of the citations need to have hanging indents. I ‘ve added the indent here so you can see what I mean. In order to add it yourself go to HOME > PARAGRAPH > SPECIAL > HANGING Only the journal title should be in italics
Institutional Complexity and Organizational Change: An Open Polity Perspective is an article that explains organizational data on change management based on the difference in an organization’s perception and probability of rising conflict among members in the organization. Its main point of focus in the development of the main idea shows that organizational coalition and governance systems that add up to organizational polity shape how people respond to change in the organization. The discussion is mainly analyzed, focusing on ideal types of organizational polity to show how new logic creates a conflict of interest to the corporate elite. Comment by [email protected]: Tab all the text blocks over. 5 inches so they meet the hanging indent. I did so to the first block so you see what I mean. Comment by [email protected]: What is an Open Polity perspective? This isn’t clear. Comment by [email protected]: Don’t forget to include a direct quote from each source
The article is written by Weager Daniel and Weber Klaus, published under the Academy of Management Review published in April 2019, an article in volume 44. The details show its credibility and reliability, mostly having been from a reliable source. The report is also peer-reviewed for certainty in the quality of information. Comment by [email protected]: italics
Unger, Cai, et al. “The Tree of Organizational Change: Historic Narrative Overview.” Organization Development Journal, vol. 39, no. 3, Fall 2021, pp. 55–66. EBSCOhost, search-ebscohost-com.libraryresources.columbiasouthern.edu/login.aspx?direct=true&db=bth&AN=151994581&site=ehost-live&scope=site.
The Tree of Organizational Change: Historic Narrative Overview mainly shows a historical point of perception on longitudinal perceptions from 1947 to 2016 while presenting the facts that have not been shared in a long time about the outcomes and most remarkable aspects of change that have been realized. The article that uses bibliographical network analysis also shows that Lewin’s 3-step model created organizational change in the 1940s; it transitioned to systems, practitioners, and factor approach in the last century. The previous two decades of organizational change have been dominated by five forces: change management, organizational learning, leadership, organizational culture, and innovation. Thus, a projection into the future poses both risks of reaching static nature and opportunities for more robust integration. Comment by [email protected]: don’t forget a direct quote for each source Comment by [email protected]: who is Lewin? Comment by [email protected]: what does this mean?
The article is authored by Unger et al., from the University of Southern Alabama, published in the Organization Development Journal of 2021 volume 39. The report is credible and reliable at the same time as it is peer-reviewed. Comment by [email protected]: italics
Nkando, Magdaline, and Kenneth Levitt. “Perceived Effects of Power Distance on Organizational Change in a Multicultural Organization.” International Leadership Journal, vol. 13, no. 2, Summer 2021, pp. 54–81. EBSCOhost, search-ebscohost-com.libraryresources.columbiasouthern.edu/login.aspx?direct=true&db=bsu&AN=151677551&site=ehost-live&scope=site.
In Nkando et al., ‘Perceived Effects of Power Distance on Organizational Change in Multicultural Organizations,’ the central aspect in organizational change given a priority is power distance as the reason for failure for many organizations. The awareness created by the research on power distance, mainly in a multicultural society, presents rummaging effects to change efforts. Thus, based on Hofstede’s power model, all the elements of cross border relationships are explained with the main factors considered, including utilization of hierarchy, change in communication, organizational structure, power balance, relationships, and interactions. Comment by [email protected]: what does this term mean Comment by [email protected]: what does this mean Comment by [email protected]: what is this? Comment by [email protected]: don’t forget a direct quote
The article is peer-reviewed and is sourced from the International Leadership Journal of Summer 2021. Its primary authors are Nkando Magdaline from Walden University and Levit Kenneth from Frostburg State University. The data presents the reliability and authenticity of the source of data and for the employees. Comment by [email protected]: italics
Farid, Parinaz. “Sifting Interactional Trust Through Institutions to Manage Trust in Project Teams: An Organizational Change Project.” Project Management Journal, vol. 52, no. 5, Oct. 2021, pp. 504–520. EBSCOhost, doi:10.1177/87569728211033720.
Fariz, in his peer-reviewed article published in Project Management Journal in October 2021, explains trust in the organization. The main focus in organizational change is mainly in project teams to develop the interactional confidence required to make a managerial change that is reliable for project management. Thus, the article explains the frameworks that can be used to create interactional and institutional trust. The main four elements that were realized using the longitudinal data show preaching, involving, adhering, and sympathizing. Thus, the need to filter the dynamic effects of interactional trust is vital for developing positive outcomes. Comment by [email protected]: italics Comment by [email protected]: include a direct quote
The article shows all the evidence in developing trust that can be relied upon by the quality of data and year of publication. The authors present quality data and outcomes in change management.
The data in the analysis uses organizational change research and occupational research to develop sustainable change management. The effects of lag caused by challenge stressors leading to strain wear off the development of good change effects as the pressure and concentration overcome input to professional efficacy although not emotional exhaustion. The strain is in getting the returns on investment of change to be liable to the systemic output of ambiguity intolerance and procrastination to develop lag in work which concentrates on the general outcomes. Thus, if pressure and concentration demands are set at the right level, organizational efficiency is attained, and the challenge of stressors is eliminated. Comment by [email protected]: this needs to be reworded Comment by [email protected]: what does this mena Comment by [email protected]: include a direct quote
The article source is peer-reviewed and offers excellent insight into the quality of data that is presented. It is authentic and reliable as it is current and from reputable sources.
Belichick, Frank D., et al. “When the Going Gets Tough: Employee Reactions to Large‐scale Organizational Change and the Role of Employee Machiavellianism.” Journal of Organizational Behavior, vol. 41, no. 9, Nov. 2020, pp. 830–850. EBSCOhost, doi:10.1002/job.2478.
In the discussion for “When, The Going Gets Tough: Employee Reactions to Large‐scale Organizational Change and the Role of Employee Machiavellianism,” The scholar gives a direct correlation between the long-term change implementation and the susceptibility of continued Machiavellianism increase. Thus, the article mainly emphasizes all the values that started decreasing with the long-term development and deterioration of the belief that made something close to the correct output. Time is a factor in long-term change management that can move from negative to positive outcomes if the right interventions keep consumers engaged to the main goals. Comment by [email protected]: what does this mean Comment by [email protected]: include a direct quote include a credibility section
Schwarz, Gavin M., et al. “Organizational Change Failure: Framing the Process of Failing.” Human Relations, vol. 74, no. 2, Feb. 2021, pp. 159–179. EBSCOhost, doi:10.1177/0018726720942297.
In the article on Organizational change failure: Framing the process of failing, Schwarz Gavin et al. focus on what happens when an organization loses in its change initiatives as the majority will fall in the process. There is no clear path after organizational failure, mainly because organizations confront and mitigate the losses. The main discussion in the analysis focuses on the aspect of failure. It is conceptualized on the multi-level steps in the change-making from the definition aspects, creation of change, enactment of change forms its context, building blocks, and the enduring process. The main focus is on explaining organizational failure on difference and how that contributes to long-lasting impacts to change failure. Comment by [email protected]: include direct quote
The article written by Schwarz Gavin from UNSW Business School in Australia is peer authentic and reliable. The report is peer-reviewed, and it is part of Human Relations February 2021 volume 74. The choice of the article is both accurate and dependable. Comment by [email protected]: italic
Work Cited
Belschak, Frank D., et al. “When the Going Gets Tough: Employee Reactions to Large‐scale Organizational Change and the Role of Employee Machiavellianism.” Journal of Organizational Behavior, vol. 41, no. 9, Nov. 2020, pp. 830–850. EBSCOhost, doi:10.1002/job.2478.
Farid, Parinaz. “Sifting Interactional Trust Through Institutions to Manage Trust in Project Teams: An Organizational Change Project.” Project Management Journal, vol. 52, no. 5, Oct. 2021, pp. 504–520. EBSCOhost, doi:10.1177/87569728211033720.
Kern, Marcel, and Dieter Zapf. “Ready for Change? A Longitudinal Examination of Challenge Stressors in the Context of Organizational Change.” Journal of Occupational Health Psychology, vol. 26, no. 3, June 2021, pp. 204–223. EBSCOhost, doi:10.1037/ocp0000214.supp (Supplemental).
Nkando, Magdaline, and Kenneth Levitt. “Perceived Effects of Power Distance on Organizational Change in a Multicultural Organization.” International Leadership Journal, vol. 13, no. 2, Summer 2021, pp. 54–81. EBSCOhost, search-ebscohost-com.libraryresources.columbiasouthern.edu/login.aspx?direct=true&db=bsu&AN=151677551&site=ehost-live&scope=site.
Schwarz, Gavin M., et al. “Organizational Change Failure: Framing the Process of Failing.” Human Relations, vol. 74, no. 2, Feb. 2021, pp. 159–179. EBSCOhost, doi:10.1177/0018726720942297
Unger, Cai, et al. “The Tree of Organizational Change: Historic Narrative Overview.” Organization Development Journal, vol. 39, no. 3, Fall 2021, pp. 55–66. EBSCOhost, search-ebscohost-com.libraryresources.columbiasouthern.edu/login.aspx?direct=true&db=bth&AN=151994581&site=ehost-live&scope=site.
Waeger, Daniel, and Klaus Weber. “Institutional Complexity and Organizational Change: An Open Polity Perspective.” Academy of Management Review, vol. 44, no. 2, Apr. 2019, pp. 336–359. EBSCOhost, doi:10.5465/amr.2014.0405.
