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Managing Change, Creativity and Innovation

Fourth Edition
by Patrick Dawson and Constantine Andriopoulos

Student Resources

  • Journal Articles
    • Chapter 1: Introduction
    • Chapter 2: The process of change, creativity and innovation
    • Chapter 3: A brief history of management thought in the development of concepts, theories and business practice
    • Chapter 4: Classifying theories of organizational change
    • Chapter 5: Change management practice: Choices, lessons learned and key considerations
    • Chapter 6: Human dimensions: Readiness, communication, sensemaking and culture
    • Chapter 7: People and change: Power, politics, resistance, time and temporality
    • Chapter 8: Conventional frameworks: Planning, diagnostics and sequence
    • Chapter 9: Interpretative frameworks, dialogical OD, the learning organization and appreciative inquiry
    • Chapter 10: The processual turn: Politics, context and time
    • Chapter 11: Creative industries, innovative cities and changing worlds
    • Chapter 12: The individual: Promoting critical thinking
    • Chapter 13: The group: Nurturing teamwork
    • Chapter 14: The contextual environment: Structure, systems, resources and culture
    • Chapter 15: The leader: Promoting new ideas at work
    • Chapter 16: Conclusion
  • Video Links
    • Chapter 1: Introduction
    • Chapter 2: The process of change, creativity and innovation
    • Chapter 3: A brief history of management thought in the development of concepts, theories and business practice
    • Chapter 4: Classifying theories of organizational change
    • Chapter 5: Change management practice: Choices, lessons learned and key considerations
    • Chapter 6: Human dimensions: Readiness, communication, sensemaking and culture
    • Chapter 7: People and change: Power, politics, resistance, time and temporality
    • Chapter 8: Conventional frameworks: Planning, diagnostics and sequence
    • Chapter 9: Interpretative frameworks, dialogical OD, the learning organization and appreciative inquiry
    • Chapter 10: The processual turn: Politics, context and time
    • Chapter 11: Creative industries, innovative cities and changing worlds
    • Chapter 12: The individual: Promoting critical thinking
    • Chapter 13: The group: Nurturing teamwork
    • Chapter 14: The contextual environment: Structure, systems, resources and culture
    • Chapter 15: The leader: Promoting new ideas at work
    • Chapter 16: Conclusion

Chapter 2: The process of change, creativity and innovation

Journal article 2.1: Baek-Kyoo, J., McLean, G. N. and Yang, B. (2013) ‘Creativity and human resource development: An integrative literature review and a conceptual framework for future research’, Human Resource Development Review, 12(4): 390-421.

Journal article 2.2: Chung, G. H. and Choi, J. N. (2018) ‘Innovation implementation as a dynamic equilibrium: Emergent processes and divergent outcomes’, Group & Organization Management, 43 (6): 999-1036.

Journal article 2.3: Laviolette, E. M., Redien-Collot, R. and Teglborg, A.-C. (2016) ‘Open innovation from the inside: Employee-driven innovation in support of absorptive capacity for inbound open innovation’, The International Journal of Entrepreneurship and Innovation, 17(4), 228-239. doi: 10.1177/1465750316670490

Journal article 2.4: Pattison, S., Preece, D. and Dawson P. (2016) ‘In search of innovative capabilities of communities of practice: A systematic review and typology for future research’, Management Learning, 47(5): 506-524.

Journal article 2.5: Schoemaker, P. J. H., Heaton, S. and Teece, D. (2018) Innovation, dynamic capabilities, and leadership. California Management Review, 61(1), 15-42. doi: 10.1177/0008125618790246

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