Breaking the code of change Resolving the tension between theories E and O of change Michael Beer & Nitin Nohria Purpose of change. Value maximization and the corporate objective function Michael C. Jensen The puzzles and paradoxes of how living companies create wealth: why single valued objective functions are not quite enough Peter M. Senge The purpose of change a commentary on Jensen and Senge Joseph L. Bower Leadership of change. Effective change begins at the top Jay A. Conger Leadership of change Warren Bennis Embracing paradox: top down versus participative management of organizational change a commentary on Conger and Bennis Dexter Dunphy Focus of change. The role of formal structures and processes Jay R. Galbraith Changing structure is not enough: the moral meaning of organizational change Larry Hirschhorn Initiating change: the anatomy of structure as a starting point a commentary on Galbraith and Hirschhorn Allan R. Cohen Planning of change. Rebuilding behavioral context: a blueprint for corporate renewal Sumantra Ghoshal & Christopher A. Bartlett Emergent change as a universal in organizations Karl E. Weick Linking change processes to outcomes a commentary on Ghoshal Bartlett and Weick Andrew M. Pettigrew Motivation for change. Compensation incentives and organizational change: ideas and evidence from theory and pratice Karen Hopper Wruck Compensation: a troublesome lead system in organizational change Gerald E. Ledford Jr. & Robert L. Heneman Pay system change: lag lead or both a commentary on Wruck Ledford and Heneman Edward E. Lawler III Consultants role in change. Human performance that increases business performance: the growth of change management and its role in creating new forms of business value Terry Neill & Craig Mindrum Rapid cycle successes versus the titanics: ensuring that consulting produces benefits Robert H. Schaffer Accelerating organizational transformation: balancing scope and involvement a commentary on Neill Mindrum and Schaffer Robert H. Miles Research on change. Professional science for a professional school: action science and normal science Andrew H. Van de Ven The relevance of actionable knowledge for breaking the code Chris Argyris Research that will break the code of change: the role of useful normal science and usable action science a commentary on Van de Ven and Argyris Michael Beer Ending and beginning. Breaking the code of change: observations and critique Roger Martin