R. Foster and S. Kaplan, Creative Destruction: Why Companies that Are Built to Last Under-Perform the Market—and How to Successfully Transform Them (New York: Currency, 2001).
E. McNamara, “Retirees Ask for Justice at Polaroid,” The Boston Globe (December 9, 2001).
P.R. Lawrence and J.W. Lorsch, Organization and Environment (Boston: Division of Research, Graduate School of Business Administration, Harvard University, 1967).
B. Schneider, “The People Make the Place,” Personnel Psychology (Vol. 40, 1987), 437–453.
E.H. Schein, Organizational Culture and Leadership, Second Edition (San Francisco: Jossey-Bass, 1992).
D. Miller, The Icarus Paradox: How Exceptional Companies Bring About Their Own Downfall (New York: Harper Business, 1990).
M. Beer, Apple Computer: Corporate Strategy and Culture (Abridged): Case (A) (Boston: Harvard Business School 1991).
M. Beer, Apple Computer: Corporate Strategy and Culture (Abridged): Case (A) (Boston: Harvard Business School 1991).
D. Miller, R.E. Eisenstat, and N. Foote, “Strategy from the Insider Out: Building Capability-Creating Organizations,” Unpublished Paper (August, 2001).
C.K. Prahalad and R.A. Bettis, “The Dominant Logic: A New Linkage between Diversity and Performance,” Strategic Management Journal (1986).
M. Beer and R.E. Eisenstat, “The Silent Killers of Strategy Implementation and Learning,” Sloan Management Review (Vol. 41, Summer 2000a), 29–40.
M. Beer, Apple Computer: Corporate Strategy and Culture (Abridged): Case (A) (Boston: Harvard Business School 1991).
Personal communication with Kevin Sullivan, vice president of human resources at the time.
M. Porter, Competitive Advantage (New York: Free Press, 1985).
S. Davis and P.R. Lawrence, Matrix (Reading, MA: Addison-Wesley, 1977), chapter 4; M. Beer, Corning Glass Works, The Electronic Products Division Case (A–C) (Boston: Harvard Business School, 1977).
J. Dewey, Logic: The Theory of Inquiry (New York: Holt, Rinehart and Winston, 1938).
“Xerox: The Downfall, the Insider Story of the Management Fiasco at Xerox,” Hoover's Online, www.hoovers.com.
J. Collins, Good to Great: Why Some Companies Make the Leap and Others Don't (New York: Harper Business, 2001).
C. Argyris, Overcoming Organizational Defenses (Boston: Allyn & Bacon, 1990).
J. Detert, “Speaking up in Hi Co,” Unpublished Paper, 2001; A. Edmondson, “Psychological Safety and Learning Behavior in Work Teams,” Administrative Science Quarterly (Vol. 44, 1999), 350–383.
R. Beckhard, “The Confrontation Meeting,” Harvard Business Review (Vol. 45, 1967), 149–156.
M.R. Weisbord, Productive Workplaces: Organizing and Managing for Dignity, Meaning, and Community (San Francisco: Jossey-Bass, 1991); B. Bunker and B.T. Alban, Large Group Interventions: Engaging the Whole System for Rapid Change (San Francisco: Jossey-Bass, 1997).
M. Beer and N. Nohria, “Cracking the Code of Change,” Harvard Business Review (2000b); M. Beer, “Developing an Organization Capable of Sustained High Performance: Embrace the Paradox of Results and Organization Capability Driven Change,” Organizational Dynamics (Summer, 2001).
M. Beer, R. Eisenstat, and B. Spector, The Critical Path to Corporate Renewal (Boston: Harvard Business School Press, 1990).
D. Dunphy, “Embracing Paradox: Top Down versus Participative Management of Organizational Change,” in M. Beer and N. Nohria, eds., Breaking the Code of Change (Boston: Harvard Business School Press, 2000c).
Beer (1990); M. Tushman and C. O'Reilly, Winning through Innovation (Boston: Harvard Business School Press, 1997).
M. Beer and N. Nohria, “Cracking the Code of Change,” Harvard Business Review (2000b); M. Beer and N. Nohria, eds., Breaking the Code of Change (Boston: Harvard Business School Press, 2000d).
M. Beer and N. Nohria, “Cracking the Code of Change,” Harvard Business Review (2000b); M. Beer and N. Nohria, eds., Breaking the Code of Change (Boston: Harvard Business School Press, 2000d).
R.A. Eisenstat and M. Beer, Organizational Development Profiling Manual (Waltham, MA Center for Organizational Fitness, 1977); R.A. Eisenstat and M. Beer, “The Organizational Fitness Profiling Process,” Unpublished Paper (Cambridge, MA: Harvard Business School); M. Beer and R.A. Eisenstat, “Developing an Organization Capable of Implementing Strategy and Learning,” Human Relations (1996). See also Web site of Center for Organizational Fitness (www.orgfitness.com).
M. Beer, Hewlett-Packard's Santa Rosa Systems Division: Cases A–A4 (Boston: Harvard Business School, 1996). This sector of Hewlett-Packard was spun out as Agilent Technologies in 1999.
M. Beer, Hewlett-Packard's Santa Rosa Systems Division Case B3 (Boston: Harvard Business School, 1999).
