Auszug
Eine Annäherung an das Konzept der Organisationalen Energie erfolgt am besten durch zwei kurze Beispiele.
This is a preview of subscription content, log in via an institution to check access.
Access this chapter
Tax calculation will be finalised at checkout
Purchases are for personal use only
Preview
Unable to display preview. Download preview PDF.
Literatur
Bruch, H. (2003a): Leaders’ action. Model development and testing, München und Mering.
Bruch, H. (2003b): Lufthansa 2003. Energising a decade of change, Case Study an der Universität St. Gallen.
Bruch, H./ Ghoshal, S. (2004): A Bias for action. How effective managers harness their willpower, achieve results, and stop wasting their time, Boston.
Bruch, H./ Vogel, B. (2003): Organisationale Energie — Konstrukt und Ansätze für das Management, in: PSP Portrait Schweizer Personaldienstleistungsunternehmen, Zürich, S. 22–29.
Cross, R./ Baker, W./ Parker, A. (2003): What creates energy in organizations?, in: Sloan Management Review, Summer, Vol. 44., S. 51–56.
Bruch, H., COLE, M. S., VOGEL, B., & MENGES, J. (2007): Linking productive organizational energy to firm performance and individuals’ satisfaction. Beitrag präsentiert auf dem Academy of Management Meeting 2007, Philadelphia, PA.
Levy, A./ Merry, U. (1986): Organizational transformation, New York.
Deeken, M. A. (1997): Organisationsveränderungen und das Konzept der Mobilisierung, Wiesbaden.
Ackerman, L. S. (1984): The flow state: A new view of organizations and managing, in: Adams, J.D. (Hrsg.), Transforming work: A collection of organizational transformation readings, Alexandria, VA, S. 113–137.
Owen, H. (1983): Facilitating organization transformation, Arlington, VA.
Tushman, M. L./ O’Reilly III, C. A. (1996): Ambidextrous organization: Managing evolutionary and revolutionary change, in: California Management Review, Vol. 38, S. 8–30.
Ackerman, L. S. (1984): The flow state: A new view of organizations and managing, in: Adams, J.D. (Hrsg.), Transforming work: A collection of organizational transformation readings, Alexandria, VA, S. 113–137.
Owen, H. (1983): Facilitating organization transformation, Arlington, VA.
Levy, A./ Merry, U. (1986): Organizational transformation, New York.
Tushman, M. L./ O’Reilly III, C. A. (1996): Ambidextrous organization: Managing evolutionary and revolutionary change, in: California Management Review, Vol. 38, S. 8–30.
Levy, A./ Merry, U. (1986): Organizational transformation, New York.
Tichy, N. M. (1983): Managing Strategic Change, New York.
Tushman, M. L./ O’Reilly III, C. A. (1996): Ambidextrous organization: Managing evolutionary and revolutionary change, in: California Management Review, Vol. 38, S. 8–30.
Kanter, R. M./ Stein, B. A./ Jick, D. T. (1992): The “big three” model of change, in: Kanter, R. M./ Stein, B. A./ Jick, D. T. (Hrsg.), The challenge of organizational change: How companies experience it and leaders guide it, New York, S. 3–19.
Kotter, J. P. (1995): Why transformation efforts fail, in: Harvard Business Review, Vol. 73, S. 59–67.
Pettigrew, A. M./ Whipp, R. (1993): Managing change for competitive success, Oxford und Cambridge.
Pettigrew, A. M. (2000): Linking change processes to outcomes: A commentary on Ghoshal, Bartlett and Weick, in: Beer, M./ Nohria, N. (Hrsg.), Breaking the code of change, Boston, S. 243–265.
Zaugg, R. J./ Thom, N. (2003): Excellence through implicit competencies: Human resource management — organizational development — knowledge creation, in: Journal of Change Management, Vol. 3, S. 1–21.
Buchanan, D./ Claydon, T./ Doyle, M. (1999): Organisation development and change: The legacy of the nineties, in: Human Resource Management Journal, Vol. 9, S. 20–37.
Süll, D.H. (1999): Why good companies go bad, in: Harvard Business Review, Vol. 76, S. 42–51.
Tushman, M. L./ O’Reilly III, C. A. (1996): Ambidextrous organization: Managing evolutionary and revolutionary change, in: California Management Review, Vol. 38, S. 8–30.
Andersson, L. M./ Bateman, T. S. (1997): Cynicism in the workplace: Some causes and effects, in: Journal of Organizational Behavior, Vol. 18, S. 449–469.
Dean, J. W./ Brandes, P./ Dharwadkar, R. (1998): Organizational cynicism, in: Academy of Management Review, Vol. 23, S. 341–352.
Maslach, C./ Leuer, M. P. (1997): The truth about burnout: How organizations cause personal stress and what to do about it, San Francisco.
Greenwood, J. W. III./ Greenwood, J. W. Jr. (1979): Managing executive stress, New York.
Levinson, H. (1972): Organizational diagnosis, Cambridge, MA.
Rights and permissions
Copyright information
© 2009 Gabler | GWV Fachverlage GmbH, Wiesbaden
About this chapter
Cite this chapter
(2009). Organisationale Energie: Eine neue Perspektive für hoch produktive Unternehmen. In: Organisationale Energie. uniscope. Die SGO-Stiftung für praxisnahe Managementforschung. Gabler. https://doi.org/10.1007/978-3-8349-8043-4_1
Download citation
DOI: https://doi.org/10.1007/978-3-8349-8043-4_1
Publisher Name: Gabler
Print ISBN: 978-3-8349-0344-0
Online ISBN: 978-3-8349-8043-4
eBook Packages: Business and Economics (German Language)