Perceived control as an antidote to the negative effects of layoffs on survivors’ organizational commitment and job performance

By: Joel Brockner, Gretchen M. Spreitzer, Aneil Mishra, Wayne Hochwarter, Lewis Pepper, Janice Weinberg

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Brockner, J., Spreitzer, G., Mishra, A., Pepper, L., and Hochwarter, W. (2004). Perceived control as an antidote to the negative effects of layoffs on survivors’ organizational commitment and job performance. Administrative Science Quarterly, 49(1), 76-100.

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On becoming a transformational change agent

By: Robert E. Quinn,


Quinn, R.E., & Quinn, S. (2004). On becoming a transformational change agent. In L. Greiner & F. Poulfelt (Eds.), Handbook of management consulting: The contemporary consultant, insights from world experts. Independence, KY: South-Western College Pub.

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Deep change

By: Robert E. Quinn, Aran Caza


Quinn, R.E., & Caza, A. (2004). Deep change. In G. Goethels, G. Sorenson, & J. Burns (Eds.), Encyclopedia of leadership. Thousand Oaks, CA: Sage.

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Leading in times of trauma

By: Jane Dutton, Peter J. Frost, Monica C. Worline, Jacoba M. Lilius, Jason M. Kanov

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Dutton, J.E., Frost, P., Worline, M., Lilius, J., & Kanov, J. (2002). Leading in times of trauma. Harvard Business Review, Jan., 54-61. Reprinted in Harvard Business Review on Building Personal and Organizational Resilience (pp. 19-38), 2003. Boston: Harvard Business School Press.

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