Bernard Burnes
Biographic Data
| ID | 206722 |
|---|---|
| NAME | Bernard Burnes |
| GIVEN NAMES | Bernard |
| FAMILY NAME | Burnes |
| SIGNATURE | BURNES B |
| AFFILIATIONS | University of Stirling |
| ORCID | 0000-0003-4244-7241 |
| VERIFIED | Yes |
| TOTAL WORKS | 14 |
| TOTAL CITATIONS | 17 |
| AUTHOR COUNT | 14 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1988 |
| LATEST PUBLICATION YEAR | 2022 |
| H-INDEX | 3 |
Kurt Lewin’s ideas are alive! But why doesn’t anybody recognize them
Although Kurt Lewin is a key figure in the history of organizational behavior, only a few scholars or practitioners can explain why he earned this status. In order to shine light on this dissonance, we elaborate on the reasons why Lewin’s ideas are seldom discussed in today’s curricula (e.g., Lewin’s work is difficult to pin down due to his interdisciplinary interest as well as his convoluted writing style). To highlight the enduring applicabilit…
Hybrid economy in the digital age: The case of the independent music community in Korea
From silos to inter-professional collaboration: A mixed methods case study utilizing participating action research to foster multidisciplinary teams in a day care surgery department
This single case study reports on the establishment of a multidisciplinary day care surgery at a Norwegian University Hospital utilising participating action research design principles drawn from sociotechnical theory. Data was collected through mixed methods including stakeholder analysis, document studies, observations of meetings, semi-structured interviews and participating group methods. The senior management at the hospital had decided to i…
Managing Change
xxi, 649 pages ; 25 cm
Managing Change
Managing Change
Building Sustainability on Deep Values Through Mindfulness Nurturing
Reimagining organisational change leadership
Reimagining organisational change leadership requires revisiting the seminal work of Kurt Lewin and James M Burns. Being the 20th century’s most influential organisational change and leadership scholars, both radically reimagined their respective fields. However, often misinterpreted, misunderstood and even misrepresented, their true recommendations were largely ignored. In this article, we discuss why this is so. Despite three decades of transfo…
How consumers contribute to the development and continuity of a cultural market
This article examines the “indie” music industry in South Korea. It describes a consumer-led market where network of consumers aided by social media take responsibility for its maintenance and development, specifically the market for indie music in South Korea. With the emergence of digital technology and a participatory culture, the roles of consumers have expanded. Through their commitment and passion for independent music, aided by social medi…
The changing face of English universities: Reinventing Collegiality for the Twenty-First Century
In this paper we examine the creation and expansion of the English university system. We show how the enormous increase in student numbers, which began with the Robbins Report (1963), led to successive governments cutting universities' funding and compelling them to act more like business enterprises than educational institutions. In turn, vice-chancellors have become more similar to powerful chief executives, collegial forms of control have been…
The internet and value co-creation: The case of the popular music industry
The paper explores the importance of internet-facilitated value co-creation, especially in cultural industries. Through an extensive review of the literature, it shows that in many industries, a transformational shift is taking place from value creation to value co-creation, which is fundamentally changing the relationship between consumers and producers. In particular, the paper examines value creation and co-creation in the popular music indust…
The Tavistock's 1945 invention of Organization Development: Early British business and management applications of social psychiatry
The management field ‘Organization Development’ (OD), is said to have been invented in the mid-1950s in the USA. Some contribution post-1958 by the UK Tavistock Institute of Human Relations (TIHR), and to a minor extent, in its World War II ‘group-relations’ work is acknowledged. Otherwise, OD depicts the circle of its US ‘founding father’ Kurt Lewin (1890–1947) as its historic mainspring. A new 1945 primary source, the TIHR's originating funding…
Kurt Lewin and the Planned Approach to Change: A Re‐appraisal
The work of Kurt Lewin dominated the theory and practice of change management for over 40 years. However, in the past 20 years, Lewin's approach to change, particularly the 3‐Step model, has attracted major criticisms. The key ones are that his work: assumed organizations operate in a stable state; was only suitable for small‐scale change projects; ignored organizational power and politics; and was top‐down and management‐driven. This article see…
New technology and job design: The case of CNC
This article is based on a three‐year study of the introduction and use of computer numerically controlled machine tools (CNC) into nine engineering companies. It rejects the view that technology determines job design and instead highlights the role of managerial values and competence and organisations’own structures and practices
The changing face of English universities: Reinventing Collegiality for the Twenty-First Century
In this paper we examine the creation and expansion of the English university system. We show how the enormous increase in student numbers, which began with the Robbins Report (1963), led to successive governments cutting universities' funding and compelling them to act more like business enterprises than educational institutions. In turn, vice-chancellors have become more similar to powerful chief executives, collegial forms of control have been…
New technology and job design: The case of CNC
This article is based on a three‐year study of the introduction and use of computer numerically controlled machine tools (CNC) into nine engineering companies. It rejects the view that technology determines job design and instead highlights the role of managerial values and competence and organisations’own structures and practices
How consumers contribute to the development and continuity of a cultural market
This article examines the “indie” music industry in South Korea. It describes a consumer-led market where network of consumers aided by social media take responsibility for its maintenance and development, specifically the market for indie music in South Korea. With the emergence of digital technology and a participatory culture, the roles of consumers have expanded. Through their commitment and passion for independent music, aided by social medi…
Reimagining organisational change leadership
Reimagining organisational change leadership requires revisiting the seminal work of Kurt Lewin and James M Burns. Being the 20th century’s most influential organisational change and leadership scholars, both radically reimagined their respective fields. However, often misinterpreted, misunderstood and even misrepresented, their true recommendations were largely ignored. In this article, we discuss why this is so. Despite three decades of transfo…
The Tavistock's 1945 invention of Organization Development: Early British business and management applications of social psychiatry
The management field ‘Organization Development’ (OD), is said to have been invented in the mid-1950s in the USA. Some contribution post-1958 by the UK Tavistock Institute of Human Relations (TIHR), and to a minor extent, in its World War II ‘group-relations’ work is acknowledged. Otherwise, OD depicts the circle of its US ‘founding father’ Kurt Lewin (1890–1947) as its historic mainspring. A new 1945 primary source, the TIHR's originating funding…
New technology and job design: The case of CNC
This article is based on a three‐year study of the introduction and use of computer numerically controlled machine tools (CNC) into nine engineering companies. It rejects the view that technology determines job design and instead highlights the role of managerial values and competence and organisations’own structures and practices
Kurt Lewin and the Planned Approach to Change: A Re‐appraisal
The work of Kurt Lewin dominated the theory and practice of change management for over 40 years. However, in the past 20 years, Lewin's approach to change, particularly the 3‐Step model, has attracted major criticisms. The key ones are that his work: assumed organizations operate in a stable state; was only suitable for small‐scale change projects; ignored organizational power and politics; and was top‐down and management‐driven. This article see…
The internet and value co-creation: The case of the popular music industry
The paper explores the importance of internet-facilitated value co-creation, especially in cultural industries. Through an extensive review of the literature, it shows that in many industries, a transformational shift is taking place from value creation to value co-creation, which is fundamentally changing the relationship between consumers and producers. In particular, the paper examines value creation and co-creation in the popular music indust…
The Tavistock's 1945 invention of Organization Development: Early British business and management applications of social psychiatry
The management field ‘Organization Development’ (OD), is said to have been invented in the mid-1950s in the USA. Some contribution post-1958 by the UK Tavistock Institute of Human Relations (TIHR), and to a minor extent, in its World War II ‘group-relations’ work is acknowledged. Otherwise, OD depicts the circle of its US ‘founding father’ Kurt Lewin (1890–1947) as its historic mainspring. A new 1945 primary source, the TIHR's originating funding…
The changing face of English universities: Reinventing Collegiality for the Twenty-First Century
In this paper we examine the creation and expansion of the English university system. We show how the enormous increase in student numbers, which began with the Robbins Report (1963), led to successive governments cutting universities' funding and compelling them to act more like business enterprises than educational institutions. In turn, vice-chancellors have become more similar to powerful chief executives, collegial forms of control have been…
Reimagining organisational change leadership
Reimagining organisational change leadership requires revisiting the seminal work of Kurt Lewin and James M Burns. Being the 20th century’s most influential organisational change and leadership scholars, both radically reimagined their respective fields. However, often misinterpreted, misunderstood and even misrepresented, their true recommendations were largely ignored. In this article, we discuss why this is so. Despite three decades of transfo…
How consumers contribute to the development and continuity of a cultural market
This article examines the “indie” music industry in South Korea. It describes a consumer-led market where network of consumers aided by social media take responsibility for its maintenance and development, specifically the market for indie music in South Korea. With the emergence of digital technology and a participatory culture, the roles of consumers have expanded. Through their commitment and passion for independent music, aided by social medi…
Managing Change
xxi, 649 pages ; 25 cm
Managing Change
Managing Change
Building Sustainability on Deep Values Through Mindfulness Nurturing
From silos to inter-professional collaboration: A mixed methods case study utilizing participating action research to foster multidisciplinary teams in a day care surgery department
This single case study reports on the establishment of a multidisciplinary day care surgery at a Norwegian University Hospital utilising participating action research design principles drawn from sociotechnical theory. Data was collected through mixed methods including stakeholder analysis, document studies, observations of meetings, semi-structured interviews and participating group methods. The senior management at the hospital had decided to i…
Hybrid economy in the digital age: The case of the independent music community in Korea
Kurt Lewin’s ideas are alive! But why doesn’t anybody recognize them
Although Kurt Lewin is a key figure in the history of organizational behavior, only a few scholars or practitioners can explain why he earned this status. In order to shine light on this dissonance, we elaborate on the reasons why Lewin’s ideas are seldom discussed in today’s curricula (e.g., Lewin’s work is difficult to pin down due to his interdisciplinary interest as well as his convoluted writing style). To highlight the enduring applicabilit…
Sociology (7 works) · Engineering (6 works) · Management and Organizational Studies (6 works) · Political science (6 works) · Computer Science (5 works) · Psychology (5 works) · Business (4 works) · Economics (4 works) · Management (4 works) · Public relations (4 works)