Buchanan, D.A. and Badham, R.J. (2008) Power, politics and organizational change: winning the turf game. 2nd ed. London: SAGE.
Fauth, R. and Mahdon, M. (2007) SCIE knowledge review 16: improving social and health care services. London: SCIE. (www.scie.org.uk)
Iles, V. Cranfield, S. (2004) Developing Change Management Skills – A Resource for Health Care Professionals and Managers, London: National Co-ordinating Centre for NHS Service and Delivery Organisation Research and Development.
Jones, B.B., and Brazzel, M. (eds.) (2006) The NTL Handbook of Organization Development and Change: Principles, Practices and Perspectives. San Francisco: Pfeiffer.
Morgan, G. (2006) Images of Organization. 4th ed. (Rev.) London: Sage Publications.
Peck E. (ed.) (2004) Organisational development in healthcare: approaches, innovations, achievements. Oxford: Radcliffe Publishing.
Schein, E.H. (2010) Organizational culture and leadership. San Francisco: Jossey Bass.
Shaw, P. (2002) Changing conversations in organizations : a complexity approach to change. London: Routledge.
Streatfield, P. (2001) The paradox of control in organizations. London: Routledge.
www.odportal.com provides resources and links to other on-line materials
www.astonod.com/library/research-papers on-line portal to Aston organisational development resources and research
www.changemodel.nhs.uk provides an overview of the NHS change model and related resources
Human Relations is an international peer reviewed journal, which publishes the highest quality original research to advance our understanding of social relationships at and around work. Human Relations encourages strong empirical contributions that develop and extend theory as well as more conceptual papers that integrate, critique and expand existing theory. Human Relations also welcomes critical reviews that genuinely advance our understanding of the connections between management, organizations and interdisciplinary social sciences.
The Journal of Applied Behavioral Science (JAB), peer-reviewed and published quarterly, is the leading international journal on the effects of evolutionary and planned change. Founded and sponsored by the NTL Institute, JABS is continually breaking ground in its exploration of group dynamics, organization development, and social change, providing scholars the best in research, theory, and methodology, while also informing professionals and their clients.
Management Learning is a fully peer-reviewed international quarterly journal that publishes original research and review articles on learning and knowing in management and organizations. Management Learning addresses fundamental issues in management and organizational learning and to advance theory and practice through publication of creative enquiry. The Journal is: inclusive, innovative, international and integrative.
Cameron, E. and Green, M. (2012) Making sense of change management: a complete guide to the models, tools and techniques of organizational change. London: Kogan-Page
Cooperrider, D.L., Whitney, D.K. and Stavros, J.M. (2008) Appreciative inquiry handbook: for leaders of change. 2nd ed. Brunswick, Ohio: Crown Custom Pub.
Cummings, T.G. and Worley, C.G. (2009). Organization development and change. 9th ed. Ohio: South-Western Cengage Learning.
Doherty, T.L., Horne, T, and Wootton, S. (2014) 2nd ed. Managing public services – implementing changes: a thoughtful approach to the practice of management. London: Routledge.