Barry A. Stein’s research while affiliated with New York State and other places

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Publications (10)


Learning and the Reinvention of Public Sector Organizations
  • Article

November 1994

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13 Reads

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2 Citations

Public Administration Review

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Peter M. Senge

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Chris Argyris

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[...]

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Todd D. Jick

Why good people do bad things: A retrospective on the Hubble fiasco

November 1993

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17 Reads

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15 Citations

Academy of Management Perspectives

Executive Overview After reading in this issue of AME “Hubble error: Time, money and millionths of an inch,” we expected that many readers would want to try to understand what happened and why. Anticipating this reaction, we asked prominent management scholars and consultants for their comments. What follows is a first installment. Editor









The Challenge of Organizational Change : How Companies Experience it and leaders guide it / R.M. Kanter, B.A. Stein, T.D. Jick.

1,066 Reads

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152 Citations

Propuesta y revisión panorámica de los procesos de cambio organizacional. Contenido: 1. Los tres grandes: un modelo de cambio. 2. Organizaciones y ambientes en movimiento: naturaleza y profundidad de las presiones de cambio. 3. Adecuar o crear el ambiente: cambio macroevolucionario. 4. Crecimiento y madurez: cambio microevolucionario. 5. Poder y política: cambio revolucionario. 6. Cambio en forma, formas de cambio. 7. Restructuración y redefinición de límites: cambio de identidad. 8. Coordinación y cultura de cambio. 9. Control del cambio. 10. Los retos de la ejecución: roles y tareas en el proceso de cambio. 11. Estrategias de cambio. 12. Implementación del cambio. 13. Destinatarios del cambio y 14. ¿Dónde empezar?.

Citations (6)


... Lewin's (1947) model of planned change, discussed later in the following section, is a prime example of such a model of change. In contrast, the emergent approach suggests that the change is so rapid that it is impossible for senior managers effectively to identify, plan and implement the necessary organisational responses (Kanter et al., 1992;Bamford & Forrester, 2003). Rather than a series of linear events, the emergent approach perceives change as a continuous, open-ended process of adaptation to changing circumstances and conditions (Burnes, 1996(Burnes, , 2004Dawson, 1994). ...

Reference:

Applicability of Lewin’s Change Management Theory in Australian Local Government
The Challenge of Organizational Change: How Companies Experience It and Leaders Guide It.
  • Citing Article
  • September 1993

Contemporary Sociology A Journal of Reviews

... stated findings on human failure are applied to organizational improvement initiatives, like quality improvement and preventive maintenance programs. The system thinking analyses and simulation runs highlight two different levels of human failure—i.e. (stage 1) planning and design of the sociotechnical-environment and (stage 2) on-line operations. Stein & Kanter (1993) analyze the Hubble fiasco, which exhibits some similarities to the stage 1 of human failure of the Chernobyl accident. They find that the Hubble fiasco is not " at its most fundamental level, a story about bad or even misguided people doing bad things; it's a story about good people doing bad things. " (Stein and Kanter 1993: 60). Accor ...

Why good people do bad things: A retrospective on the Hubble fiasco
  • Citing Article
  • November 1993

Academy of Management Perspectives

... A new CEO was appointed in 2006, whose focus was to build on the Corporation's capability to demonstrate excellence in its performance (managing change, Kanter et al., 1992). Along with the recruitment of a new CEO was the development of an operating model to deliver on strategic priorities and provide a better service to customers. ...

The Challenge of Organizational Change
  • Citing Book
  • January 1992

... Next, as the second point, this author would like to discuss the differences between SCs and existing traditional organizational theory as described by Duncan (1972Duncan ( , 1973 and Stein and Kanter (1980). A number of pioneering studies have been made in the past concerning the forms of organizations that would be ideal for routine work (methods of mass production, for instance) focusing on creative innovation and efficiency. ...

Building the Parallel Organization: Creating Mechanisms for Permanent Quality of Work Life
  • Citing Article
  • July 1980

The Journal of Applied Behavioral Science

... La mise en place du niveau 1 entraîne donc généralement un questionnement profond sur l'identité de l'agence et celle de sa production. (Mintzberg, Waters 1985) Adéquation entre la stratégie de changement et les ressources de l'organisation (Mintzberg, Waters 1985) Mesure et vérification des résultats associés au changement (Kanter, Stein, Jick 1992) Mise en place de récompenses (Kanter, Stein, Jick 1992) Annexe 2. Analyse des études sur l'adoption du BIM ...

The Challenge of Organizational Change : How Companies Experience it and leaders guide it / R.M. Kanter, B.A. Stein, T.D. Jick.
  • Citing Article

... The role of the leader as a champion and change agent is a popular theme in both the academic and practitioner-oriented healthcare transformation literature (cf., Kohles, Baker & Donoho, 1995;Freed, 1998). Stein & Kanter (1993) argue that it is essential for leaders to establish 'the long view' in transformation efforts by understanding system dynamics and interconnecting relationships, being committed to creating value, playing fairly with all stakeholders, and engendering the trust of others in the organization. Meyer (1993) expands this notion, contending that successful leadership in times of transformation requires an action orientation, accountability for results, and a willingness to take risks. ...

Leadership for Change: The Rest of the Story
  • Citing Article
  • February 1993

Frontiers of Health Services Management