中国案例.pdf

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these analyses, the strategies then can be made as detailed as possible and should be internally consistent. Finally, the manager must carefully monitor the implementation, and be prepared for anything unexpected to happen, and make proper adjustment during the process of the change [10]. The major limitation of this study is that the theories are only used to analyze the phenomenon, but not be used as instructions. References [1] B. Senior, Organizational Change, England: Pearson Education Limited, England, 1997. [2] W. Burke, G. Litwin, A causal model of organizational performance and change. Journal of Management, 18(1992) 523-545. [3] K. Lewin, Group Decisions and Social Change. In G.E. , Swanson, 1958. [4] J. Kotter, Leading change: Why transformation efforts fail. Harvard Business Review, 73 (1995) 9-67. [5] D. Statt, Concise Dictionary of Business Management, Routledge, London, 1991. [6] P. Dawson, Organizational Change: A Processual Approach, Paul Chanpman Publishing Ltd, London, 1994. [7] W. Burke, Organization Change Theory and Practice, Sage Publications, Inc, USA, 2008. [8] H. Haveman, , M. Russo, A. Meyer, Organization science, 12 (2001) 253-293. [9] C. Smart, I. Vertinsky. Strategy and environment: a study of corporate responses to crises. Strategic Management Journal, 5 (1984) 199-213. [10] J. Kotter, L. Schlesinger, Choosing Strategies for change. Harvard Business Review, March-April (1979) 106-114. [11] J. Kotter, Leading change, Harvard Business School Press, USA, 1996. [12] A. Armenakis, A. Bedeian, Organizational change: a review of theory and research in the 1990s, Journal of Management, 25 (1999) 293-315. 200
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  • Fall '19
  • Management, general manager, Electric Import and Export Corporation, Henan Machinery

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