Jean Bartunek
Jean Bartunek
Professor of Management and Organization, Boston College
Verified email at - Homepage
Cited by
Cited by
Changing interpretive schemes and organizational restructuring: The example of a religious order
JM Bartunek
Administrative science quarterly, 355-372, 1984
Across the great divide: Knowledge creation and transfer between practitioners and academics
SL Rynes, JM Bartunek, RL Daft
Academy of management Journal 44 (2), 340-355, 2001
First-order, second-order, and third-order change and organization development interventions: A cognitive approach
JM Bartunek, MK Moch
The Journal of applied behavioral science 23 (4), 483-500, 1987
Insider/outsider team research.
JM Bartunek, MR Louis
Sage Publications, Inc, 1996
The role of affective experience in work motivation
MG Seo, LF Barrett, JM Bartunek
Academy of management review 29 (3), 423-439, 2004
On the receiving end: Sensemaking, emotion, and assessments of an organizational change initiated by others
JM Bartunek, DM Rousseau, JW Rudolph, JA DePalma
The Journal of applied behavioral science 42 (2), 182-206, 2006
What makes management research interesting, and why does it matter?
JM Bartunek, SL Rynes, RD Ireland
Academy of management Journal 49 (1), 9-15, 2006
Learning from academia: The importance of relationships in professional life
CJG Gersick, JE Dutton, JM Bartunek
Academy of Management Journal 43 (6), 1026-1044, 2000
Academics and practitioners are alike and unlike: The paradoxes of academic–practitioner relationships
JM Bartunek, SL Rynes
Journal of Management 40 (5), 1181-1201, 2014
Academic-practitioner collaboration need not require joint or relevant research: Toward a relational scholarship of integration
JM Bartunek
Academy of management journal 50 (6), 1323-1333, 2007
Developing “complicated” understanding in administrators
JM Bartunek, JR Gordon, RP Weathersby
Academy of management Review 8 (2), 273-284, 1983
An affect-based model of recipients’ responses to organizational change events
S Oreg, JM Bartunek, G Lee, B Do
Academy of Management Review 43 (1), 65-86, 2018
Dualities and tensions of planned organizational change
M Seo, LL Putnam, JM Bartunek
Handbook of organizational change and innovation, 73-107, 2004
Care and compassion through an organizational lens: Opening up new possibilities
SL Rynes, JM Bartunek, JE Dutton, JD Margolis
Academy of Management review 37 (4), 503-523, 2012
The dynamics of personal and organizational reframing
JM Bartunek
Paradox and transformation: Toward a theory of change in organization and …, 1988
The construction and contributions of “implications for practice”: What's in them and what might they offer?
JM Bartunek, SL Rynes
Academy of management Learning & education 9 (1), 100-117, 2010
Time in strategic change research
S Kunisch, JM Bartunek, J Mueller, QN Huy
Academy of Management Annals 11 (2), 1005-1064, 2017
Corporations as social change agents: Individual, interpersonal, institutional, and environmental dynamics
RJ Bies, JM Bartunek, TL Fort, MN Zald
Academy of Management Review 32 (3), 788-793, 2007
Hidden conflict in organizations: Uncovering behind-the-scenes disputes
D Kolb, JM Bartunek
Sage, 1992
Senior managers’ sensemaking and responses to strategic change
J Balogun, JM Bartunek, B Do
Organization Science 26 (4), 960-979, 2015
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