Eileen Appelbaum and Rosemary Batt. The New American Workplace: Transforming Work Systems in the United States.  Ithaca: ILR Press, 1994.

Assessment of efforts to introduce high-performance, high-productivity work systems.      

Michael Beer, Russell A. Eisenstat, and Bert Spector. The Critical Path to Corporate Renewal. Boston: Harvard Business School Press, 1990.

A study of companies that had successfully revitalized their cultures and operations; found that alignment of work tasks and organization was critical.

Lance Berger and Martin Sikora, editors. The Change Management Handbook.  New York: Irwin Professional Publishing, 1994.

Three dozen chapters on strategies for managing change, aligning operations, revitalizing cultures, and reinforcing change. 

Edward H. Bowman and Bruce Kogut, Editors. Redesigning the Firm. New York: Oxford University Press, 1995.

Wharton faculty offer research-based suggestions for company strategy, organizational design, and human resource management.

Peter Cappelli, Laurie Bassi, Harry Katz, David Knoke, Paul Osterman, and Michael Useem. Change at Work. New York: Oxford University Press, 1997.

The impact of restructuring and change on work and labor markets in the U.S.

Gordon Donaldson, Corporate Restructuring: Managing the Change Process from Within.  Boston: Harvard Business School Press, 1994.

Analysis of recent, internally-driven change at twelve well known companies.

Donald Hambrick, David A. Nadler, and Michael L. Tushman, editors, Navigating Change: How CEOs, Top Teams, and Boards Steer Transformation. Boston: Harvard Business School Press, 1998.

Articles by academics and managers on managing and leading wholesale organizational change.

Gary Hamel and C. K. Prahalad. Competing for the Future. Boston, Ma.: Harvard Business School Press, 1994.

How to build competitive advantage and an organization around core competencies.

Michael Hammer and James Champy. Reengineering the Corporation: A Manifesto for Business Revolution. New York: Harper Business, 1993.

A premier on and call for process reengineering in the private sector.

Linda Hill. Becoming a Manager. Boston: Harvard Business School Press, 1992.

The challenges and problems of mastering a new management position with greater responsibilities. 

Rosabeth Moss Kanter. The Change Masters: Innovation for Productivity in the American Corporation. New York: Simon and Schuster, 1983.

Case accounts of organizational and leadership strategies that unleashed employee energies for innovation and change.

Jon R. Katzenbach and Douglas K. Smith. The Wisdom of Teams: Creating the High‑Performance Organization. Boston: Harvard Business School Press, 1993.

Drawing on numerous example of effective teams, builds the case for building teams for driving organizational change.

Edward E. Lawler III. The Ultimate Advantage: Creating the High‑Involvement Organization. San Francisco: Jossey‑Bass, 1992.

Makes the case for high‑involvement, high‑performance organizations.

Richard B. McKenzie and Dwight R. Lee.  Managing Through Incentives: How to Develop a More Collaborative, Productive, and Profitable Organization. New York: Oxford University Press, 1998.

Paying for performance without overpaying or distorting performance.

David A. Nadler and Michael L. Tushman, with Mark B. Nadler. Competing by Design: The Power of Organizational Architecture. New York: Oxford University Press, 1997.

Provides basic tools for making organizational design decisions, including work groups, linkages among groups, and management cultures. 

Jeffrey Pfeffer. Competitive Advantage Through People: Unleashing the Power of the Work Force. Cambridge, Ma.: Harvard Business School Press, 1994.

A primer on redesigning jobs, work and the organization to improved performance.

Michael Useem, Investor Capitalism: How Money Managers Are Changing the Face of Corporate America. New York: Basic Books/Harper Collins, 1996.

The impact of institutional investors on corporate performance and restructuring.  

John Womack, Daniel T. Jones, and Daniel Roos. The Machine that Changed the World: The Story of Lean Production.  New York: Harper Collins, 1990.

Worldwide study of the automotive industry, with special attention on the innovative organization of Japanese manufacturing.