dinamica social libro

654 CAPÍTULO 19 Cambio organizacional y administración del estrés
2. ¿Por qué piensa que ha crecido el número de trabajos
extremos?
3. ¿Cree que las organizaciones deberían estimular los trabajos
extremos, combatirlos o dejarlo al criterio del
empleado?
4. ¿Cuál es la razón principal por la que piensa que las personas
aceptan un trabajo extremo?
Fuentes: T. Weiss, “How Extreme Is Your Job?” Forbes, 1 de febrero de 2007, p. 1; S. A. Hewlett y C. B. Luce, “Extreme Jobs”, Harvard Business
Review, diciembre de 2006, pp. 49-58; y S. Armour, “Hi, I’m Joan, and I’m a Workaholic”, USA Today, 23 de mayo de 2007, pp. 1B, 2B.
Notas
1. Basado en “Is Merck’s Medicine Working?” Business Week, 30 de
junio de 2007, pp. 1-3; K. McKay, “Merck CEO Sets Sights on
Change”, USA Today, 27 de febrero de 2006, pp. 1B, 2B.
2. Ver, por ejemplo, K. H. Hammonds, “Practical Radicals”, Fast
Company, septiembre de 2000, pp. 162-174; y P. C. Judge,
“Change Agents”, Fast Company, noviembre de 2000, pp. 216-
226.
3. J. Taub, “Harvard Radical”, New York Times Magazine, 24 de
agosto de 2003, pp. 28-45+.
4. A. Finder, P. D. Healy, y K. Zernike, “President of Harvard
Resigns, Ending Stormy 5-Year Tenure”, New York Times, 22 de
febrero de 2006, pp. A1, A19.
5. P. G. Audia y S. Brion, “Reluctant to Change: Self-Enhancing
Responses to Diverging Performance Measures”, Organizational
Behavior and Human Decision Processes 102 (2007), pp. 255-269.
6. M.T. Hannan, L. Pólos, y G.R. Carroll, “The Fog of Change:
Opacity and Asperity in Organizations”, Administrative Science
Quarterly, septiembre de 2003. pp. 399-432.
7. J.P. Kotter y L. A. Schlesinger, “Choosing Strategies for Change”,
Harvard Business Review, marzo-abril de 1979, pp.106-114.
8. J. E Dutton, S.J. Ashford, R. M. O’ Neill, y K. A. Lawrence,
“Moves That Matter: Issue Selling and Organizational
Change”, Academy of Management Journal, agosto de 2001, p.p.
716-736.
9. P.C. Fiss y E. J. Zajac, “The symbolic Management of Strategic
Change: Sensegiving via Framing and Decoupling”, Academy of
Management Journal 49, no. 6 (2006), pp. 1173-1193.
10. Q.N. Huy, “Emotional Balancing of Organization Continuity
and Radical Change: The Contribution of Middle Managers”,
Administrative Science Quarterly, marzo de 2002, pp. 31-69; D.M.
Herold, D.B. Fedor, y S.D. Caldwell, “Beyond Change
Management: A Multilevel Investigation of Contextual and
Personal Influences on Employees’ Commitment to Change”,
Journal of Applied Psychology 92, no. 4 (2007), pp. 942-951; y
G.B. Cunningham, “The Relationship Among Commitment to
Change, Coping with Change, and Turnover Intentions”,
European Journal of Work and Organizational Psychology 15, no. 1
(2006), pp. 29-45.
11. D.B. Fedor, S. Caldwell, y D.M. Herold, “The Effects of
Organizational Changes on Employee Commitment: A
Multilevel Investigation”, Personnel Psychology 59 (2006), pp. 1-29.
12. S. Oreg, “Personality, Context and Resistance to Organization
Change”, European Journal of Work and Organizational Psychology
15 no. 1 (2006), pp. 73-101.
13. J. A. LePine, J. A. Colquitt, y A. Erez, “Adaptability to Changing
Task Contexts: Effects of General Cognitive Ability, Conscientiousness,
and Openness to Experience”, Personnel Psychology,
otoño, de 2000, pp. 563-593; T.A. Judge, C. J. Thoresen, V. Pucik, y
T.M. Welbourne, “Managerial Coping with Organizational
Change: A Dispositional Perspective”, Journal of Applied
Pshychology, febrero de 1999, pp.107-122; y S. Oreg, “Resistance
to Change: Developing an Individual Differences Measure”,
Journal of Applied Psychology, agosto de 2003, pp. 680-693.
14. Ver J. Pfeffer, Managing with Power: Politics and Influence in
Organizations (Boston: Harvard Business School Press, 1992),
pp. 7 y 318-320.
15. Ver, por ejemplo, W. Ocasio, “Political Dynamics and the
Circulation of Power: CEO Succession in U.S. Industrial
Corporations, 1960-1990”, Administrative Science Quarterly, junio
de 1994, pp 285-312.
16. K. Lewin, Field Theory in Social Science (Nueva York: Harper & Row,
1951).
17. P. G. Audia, E. A. Locke, y K.G. Smith, “The Paradox of Success:
An Archival and Laboratory Study of Strategic Persistence
Following Radical Environmental Change”, Academy of
Management Journal, octubre de 2000, pp. 837-853.
18. J. B. Sorensen. “The Strenght of Corporate Culture and the
Reliability of Firm Performance”, Administrative Science Quarterly,
marzo de 2002, pp. 70-91.
19. J. Amis, T. Slack, y C. R. Hinings, “The Pace, Sequence, and
Linearity of Radical Change”, Academy of Management Journal,
febrero de 2004, pp. 15-39; y E. Autio, H.J. Sapienza y J.G.
Almeida, “Effects of Age at Entry, Knowledge Intensity, and
Imitability on International Growth”, Academy of Management
Journal, octubre de 2000, pp. 909-924.
20. J. P. Kotter, “Leading Changes: Why Transformation Efforts
Fail”, Harvard Business Review, marzo-abril de 1995, pp. 59-67; y
J.P Kotter, Leading Change (Harvard Business School Press, 1996).
21. Ver, por ejemplo, C. Eden y C. Huxham, “Action Research for
the Study of Organizations”, en S. R. Clegg, C. Hardy, y W. R.
Nord (eds.), Handbook of Organization Studies (Londres: Sage,
1996).
22. Como muestra de varias definiciones, ver N. Nicholson (ed.),
Encyclopedic Dictionary of Organizational Behavior (Malden, MA:
Blackwell, 1998), pp. 359-361; H. K. Sinangil y F. Avallone,