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Advice to Practitioners: A Review of the Popular Press Literature on Planned Change Communication
Unformatted Document Text:  Advice to Practitioners - 30 Mourier, P. & Smith, M. (2001). Conquering organizational change. Atlanta, GA: CEP Press. Oakley, E., & Krug, D. (1991). Enlightened leadership: Getting to the heart of change. New York: Fireside. Pritchett, P., & Pound, R. (1994). Business as unusual. Plano, TX: Pritchett Publishing Co.Senge, P., et al (1999). The dance of change. Doubleday Rowley, T. J. (1997). Moving beyond dyadic ties: A network theory of stakeholder influences. Academy of Management Review, 22(4), 887-910. Senge, P., Kleiner, A., Roberts, C., Ross, R., Roth, G, & Smith, B. (1999). The dance of change. NY: Doubleday. Smeltzer, L. R. (1991). An analysis of strategies for announcing organization-wide change. Group & Organization Studies, 16, 5-24. Tornatzky, L. G., & Johnson, E. C. (1982). Research on implementation: Implications for evaluation practice and evaluation policy. Evaluation and Program Planning, 5, 193-198. Tyre, M. J., & Orlikowski, W. J. (1994). Windows of opportunity: Temporal patterns of technological adaptation in organizations. Organization Science, 5, 98-118. Watkins, M., & Mohr, B. (2001). Appreciative inquiry. San Francisco, CA: Jossey-Bass/Pfeiffer. Young, M., & Post, J. E. (1993). Managing to communicate, communicating to manage: How leading companies communicate with employees, 22, 31 – 43. Zorn, T. E., Page, D. J., & Cheney, G. (2000). Nuts about change: Multiple perspectives on change- oriented communication in a public sector organization. Management Communication Quarterly, 13, 515-566. Zorn, T.E., Christensen, L. T., & cheney, G. (1999). Constant change and flexibility: Do we really want constant change? (Beyond the Bottom Line series, Vol. 2). San Francisco: Berret- Koehler.

Authors: Lewis, Laurie., Stephens, Keri., Schmisseur, Amy. and Weir, Kathleen.
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Advice to Practitioners - 30
Mourier, P. & Smith, M. (2001). Conquering organizational change. Atlanta, GA: CEP Press.
Oakley, E., & Krug, D. (1991). Enlightened leadership: Getting to the heart of change. New York:
Fireside.
Pritchett, P., & Pound, R. (1994). Business as unusual. Plano, TX: Pritchett Publishing Co.Senge, P., et al
(1999). The dance of change. Doubleday
Rowley, T. J. (1997). Moving beyond dyadic ties: A network theory of stakeholder influences. Academy
of Management Review, 22(4), 887-910.
Senge, P., Kleiner, A., Roberts, C., Ross, R., Roth, G, & Smith, B. (1999). The dance of change. NY:
Doubleday.
Smeltzer, L. R. (1991). An analysis of strategies for announcing organization-wide change. Group &
Organization Studies, 16, 5-24.
Tornatzky, L. G., & Johnson, E. C. (1982). Research on implementation: Implications for evaluation
practice and evaluation policy. Evaluation and Program Planning, 5, 193-198.
Tyre, M. J., & Orlikowski, W. J. (1994). Windows of opportunity: Temporal patterns of
technological adaptation in organizations. Organization Science, 5, 98-118.
Watkins, M., & Mohr, B. (2001). Appreciative inquiry. San Francisco, CA: Jossey-Bass/Pfeiffer.
Young, M., & Post, J. E. (1993). Managing to communicate, communicating to manage: How
leading companies communicate with employees, 22, 31 – 43.
Zorn, T. E., Page, D. J., & Cheney, G. (2000). Nuts about change: Multiple perspectives on change-
oriented communication in a public sector organization. Management Communication
Quarterly, 13, 515-566.
Zorn, T.E., Christensen, L. T., & cheney, G. (1999). Constant change and flexibility: Do we really
want constant change? (Beyond the Bottom Line series, Vol. 2). San Francisco: Berret-
Koehler.


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