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Books on the topic 'Organizational change cynicism scale'

Author: Grafiati

Published: 3 June 2025

Last updated: 31 July 2025

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1

M, Mohrman Allan, ed. Large-scale organizational change. Jossey-Bass, 1989.

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2

C, Thompson Richard, United States. Office of Aviation Medicine., and Civil Aeromedical Institute, eds. Organizational change: Effects of fairness perceptions on cynicism. U.S. Dept. of Transportation, Federal Aviation Administration, Office of Aviation Medicine, 1999.

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3

C, Thompson Richard, United States. Office of Aviation Medicine., and Civil Aeromedical Institute, eds. Organizational change: An assessment of trust and cynicism. U.S. Dept. of Transportation, Federal Aviation Administration, Office of Aviation Medicine, 2000.

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4

Dannemiller, Kathleen D. Whole-scale change. Berrett Koehler Communications, 1999.

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5

Jean-François, Laugel, ed. Large scale organizational change: An executive's guide. Butterworth-Heinemann, 2000.

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6

Vláčil, Jan. Large-scale privatization: Social conflict and consensus. Institute of Sociology, Academy of Sciences of the Czech Republic, 1994.

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7

Hinrichs, Gina. Large scale change for non-profits: A playbook for social sector capacity building. Information Age Publishing Inc., 2015.

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8

Sink, D. Scott. By what method?: Are you, developing the knowledge and skills to lead large-scale quality ... Industrial Engineering and Management Press, 1995.

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9

Laszlo, Christopher. Large-Scale Organizational Change. Routledge, 2012. http://dx.doi.org/10.4324/9780080509990.

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10

Laszlo, Christopher, and Jean Francois Laugel. Large-Scale Organizational Change. Taylor & Francis Group, 2012.

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11

Laszlo, Christopher, and Jean Francois Laugel. Large-Scale Organizational Change. Taylor & Francis Group, 2012.

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12

Laszlo, Christopher, and Jean Francois Laugel. Large-Scale Organizational Change. Taylor & Francis Group, 2012.

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13

Laszlo, Christopher, and Jean Francois Laugel. Large-Scale Organizational Change. Taylor & Francis Group, 2012.

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14

Laszlo, Christopher. Large-Scale Organizational Change. Taylor & Francis Group, 2017.

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15

Laszlo, Christopher, and Jean Francois Laugel. Large-Scale Organizational Change. Taylor & Francis Group, 2012.

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16

Laszlo, Christopher, and Jean Francois Laugel. Large-Scale Organizational Change. Taylor & Francis Group, 2012.

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17

Tolchinsky, Paul D., Kathleen D. Dannemiller, and Sylvia James. Collaborating for Change: Whole-Scale Change. Berrett-Koehler Publishers, 2000.

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18

Quinn, Bernardo. Defying Doom: Leading Urgent Large-Scale Transformations. Lid Editorial Empresarial S.L., 2015.

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19

Associates, Dannemiller Tyson. Whole-Scale Change: Unleashing the Magic in Organizations. Berrett-Koehler Publishers, Incorporated, 2000.

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20

Associates, Dannemiller Tyson. Whole-Scale Change: Unleashing the Magic in Organizations. Berrett-Koehler Publishers, Incorporated, 2000.

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21

Associates, Dannemiller Tyson. Whole-Scale Change: Unleashing the Magic in Organizations. Berrett-Koehler Publishers, Incorporated, 2000.

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22

Jong, M. de, H. de Bruijn, H. van der Voort, W. Dicke, and W. Veeneman. Creating System Innovation: How Large Scale Transitions Emerge. Taylor & Francis Group, 2004.

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23

Jong, M. de, H. de Bruijn, H. van der Voort, W. Dicke, and J. A. de Bruijn. Creating System Innovation: How Large Scale Transitions Emerge. Taylor & Francis Group, 2004.

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24

Jong, M. de, H. de Bruijn, H. van der Voort, W. Dicke, and W. Veeneman. Creating System Innovation: How Large Scale Transitions Emerge. Taylor & Francis Group, 2004.

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25

Bruijn, Hans de. Creating System Innovation How Large Scale Transitions Emerge. Taylor & Francis, 2004.

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26

Ashkenas, Ron, and Robert H. Schaffer. Rapid Results!: How 100-Day Projects Build the Capacity for Large-Scale Change. Wiley & Sons, Incorporated, John, 2011.

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27

Ashkenas, Ron, and Robert H. Schaffer. Rapid Results!: How 100-Day Projects Build the Capacity for Large-Scale Change. Wiley & Sons, Incorporated, John, 2007.

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28

Keller, Scott, and Bill Schaninger. Beyond Performance 2.0: A Proven Approach to Leading Large-Scale Change. Wiley, 2019.

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29

Keller, Scott, and Bill Schaninger. Beyond Performance 2. 0: A Proven Approach to Leading Large-Scale Change. Wiley & Sons, Incorporated, John, 2019.

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30

author, Meffert Jürgen, ed. Digital @ scale: How you can lead your business to the future with Digital@Scale. 2017.

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31

Sink, D. Scott. By What Method?: Leading Large-Scale Quality and Productivity Improvement Efforts. Engineering & Management Press, 1994.

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32

Swaminathan, Anand, and J�rgen Meffert. Digital @ Scale: The Playbook You Need to Transform Your Company. Wiley & Sons, Incorporated, John, 2017.

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33

Swaminathan, Anand, and J�rgen Meffert. Digital @ Scale: The Playbook You Need to Transform Your Company. Wiley & Sons, Incorporated, John, 2017.

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34

Cross, Geoffrey A. Forming the Collective Mind: A Contextual Exploration of Large-Scale Collaborative Writing in Industry (Written Language) (Written Language). Hampton Press, Incorporated, 2001.

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35

Lo, Jade, and Nina Eliasoph. Broadening Cultural Sociology's Scope: Meaning-Making in Mundane Organizational Life. Edited by Jeffrey C. Alexander, Ronald N. Jacobs, and Philip Smith. Oxford University Press, 2017. http://dx.doi.org/10.1093/oxfordhb/9780195377767.013.29.

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This article proposes a more serious engagement between the fields of cultural sociology and organizational sociology by studying how culture shapes daily organizational life and how, in turn, everyday activity can build up to large-scale cultural change. It argues that people’s everyday methods of coordinating action in organizations, no matter how mundane, are meaningful. To support its arguments, the article examines transformations of words’ meanings in everyday language use by looking at three examples, one from a study of changes in the publishing industry and the other two from a larger

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36

Gilley, Ann. Making the Most of Digital Collections through Training and Outreach. Greenwood Publishing Group, Inc, 2005. http://dx.doi.org/10.5040/9798400681943.

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In The Manager as Change Leader, Ann Gilley examines the complexities of change from the manager's perspective, providing readers with the tools to help themselves, their employees, and their colleagues successfully engage in the change efforts that will propel their organizations into the future. In a challenge to traditional approaches—which presume that organizational change will occur once an initiative has been launched—Gilley focuses on the challenges that managers face when others resist change, before, during, and even after the process has been implemented. She explains that resistanc

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37

Trinidad, Jose Eos. Subtle Webs. Oxford University PressNew York, NY, 2025. https://doi.org/10.1093/9780197786123.001.0001.

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Abstract Subtle Webs provides an unprecedented behind-the-scenes look at how local organizations in Chicago, Philadelphia, and New York City have transformed data and worked with schools to solve the problem of dropping out. In the process, the book reveals how organizations outside schools have created an invisible infrastructure not only to affect local school districts but also to shape US education. The book argues that changes in a decentralized system happen less through top-down policy mandates or bottom-up social movements and more through “outside-in” initiatives of networked organiza

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