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Books
High Commitment, High Performance: How
to Build a Resilient Organization for Sustained
Advantage, Michael Beer, in collaboration
with Russell Eisenstat and Nathaniel Foote,
Jossey-Bass, San Francisco, CA, 2009.
Critical Path to Corporate Renewal,
Michael Beer, Russell Eisenstat, and Bert
Spector, Harvard Business School Press,
Boston, MA, 1990.
Managing Human Assets, Michael
Beer and Bert Spector, The Free Press, New
York, NY, 1984.
Organization Change and Development:
A Systems View, Michael Beer, Scott,
Foresman, Glenview, IL, 1980.
Articles
“How to Have an Honest Conversation
about Your Business Strategy,” Russell
Eisenstat and Michael Beer, Harvard
Business Review, February 2004.
“The Silent Killers of Strategy Implementation
and Learning,” Michael Beer and Russell
Eisenstat, Sloan Management Review,
Summer 2000, Number 41.
"Why Change Programs Don’t Produce
Change," Michael Beer, Russell Eisenstat
and Bert Spector, Harvard
Business Review, Nov.-Dec. 1990
“Beyond the Business Unit,”
Russell Eisenstat, Nathaniel Foote, Jay
Galbraith, and Danny Miller, McKinsey
Quarterly, 2001, Number 1.
“Managing the Knowledge Manager,”
Nathaniel Foote, Eric Matson, Nicholas Rudd,
McKinsey Quarterly,
2001, Number 3.
“Strategy from the Inside Out: Building
Capability Creating Organizations,”
Danny Miller, Russell Eisenstat and Nathaniel
Foote, California
Management Review, 2002, 44(3).
"Looking Inward," M. Beer and
R. Eisenstat, World
Business, Nov.-Dec. 1996.
"The Transformation of the Human Resource
Function: Resolving the Tension between
the Administrative and Strategic Roles,"
Michael Beer, Human
Resource Management Journal, special
issue, 1996.
"Developing an Organization Capable
of Implementing Strategy and Learning,"
Michael Beer co-author, Human
Relations (UK), 1996.
"Beyond TQM Programmes," Michael
Beer co-author, Journal
of Organizational Change Management,
7:2, 1994.
"Organizational Diagnosis: Its Role
in Organizational Learning," Michael
Beer co-author, Journal
of Counseling and Development, 71:6,
Jul.-Aug. 1993.
"Strategic-Change Research: An Urgent
Need for Usable Knowledge Rather Than Useful
Knowledge," Michael Beer, Journal
of Management Inquiry, 1:2, June
1992.
"Making Change Stick," Michael
Beer, ICME Perspectives,
Winter 1991/1992.
"Critical Path to Corporate Renewal:
Developing Human Resources While Focusing
on the Business," Michael Beer, Proceedings
of the 1991 Corporate Sponsor Forum: Delivering
the Future Organization–Key Levers
for Success, The Human Resource Planning
Society, New York, 1991.
"Developing the Competitive Organization:
Interventions and Strategies," Michael
Beer co-author, American
Psychologist, 45:2, February 1990.
"Towards a Redefinition of OD: A Critique
of Research Focus and Method," Michael
Beer, Academy of Management:
OD Newsletter, Winter 1988.
"Corporate Change and Quality,"
Michael Beer, Quality
Progress, March, 1988.
"Revitalizing Organizations: Change
Process and Emergent Model," Michael
Beer, Academy of Management
Executive, Vol. 1, Feb. 1987.
"Managing Human Assets–It’s
Time for New Thinking," Michael Beer
co-author, Office
Administration and Automation, March
1985.
"The Evolution of Japanese Management:
Lessons for US Managers," Michael Beer
co-author, Organizational
Dynamics, Winter 1983.
"Creating a Global Organization: Failures
Along The Way," Michael Beer co-author,
Columbia Journal of
World Business, Summer 1976.
"A Systems Approach to Organization
Development," Michael Beer senior author,
Journal of Applied
Behavioral Science, Jan.-Feb. 1972.
"Eclectic Approach to Organizational
Development," Michael Beer co-author,
Harvard Business Review,
Sept.-Oct. 1971.
“Why Innovations Don’t Get
to Market,” Mike Beer, Russel Eisenstat
and Derek Schrader, Harvard
Business School Strategy & Innovation,
May/June 2004, Volume 2, Number 3.
“Do Incentives Work: The Perceptions
of a Worldwide Sample of Senior Executives,”
Michael Beer and Nancy Katz, Human
Resource Planning, September 2003.
“How to Develop an Organization Capable
of Sustained High Performance: Embrace the
Drive for Results-Capability Development
Paradox,” Michael Beer, Organizational
Dynamics, Volume 29, Number 4, 2001.
“Making Solutions the Answer,”
Nathaniel Foote, Jay Galbraith, Quentin
Hope, and Danny Miller, McKinsey
Quarterly, July 2001.
“Building Organizational Fitness,”
Russell Eisenstat and Diane Dixon, Health
Forum Journal, 43 (4).
“Transforming Organizations: Embrace
the Paradox of Theory E & O,”
Michael Beer, Harvard Business School Working
Paper, January 2005.
“What Corporate HR Brings to the
Picnic: Four Models for Functional Management,”
Organizational Dynamics,
Autumn 1996.
“Why Total Quality Management Programs
Do Not Persist: The Role of Management Quality
and Implications for Leading a TQM Transformation,”
Michael Beer, Decision
Sciences, Volume 34, Number 4, 2003.
“Cracking the Code of Change,”
Michael Beer and Nitin Nohria, Harvard
Business Review, May 2000.
“A Perfect Fit: Aligning Organization
and Strategy,” Michael Beer and Judith
Ross, Harvard Business
School Leading Research, Volume 2,
Number 3, 2002.
“Why Innovations Sit on the Shelf,”
Michael Beer, Russell Eisenstat and Derek
Schrader, Harvard
Business School Working Knowledge,
July 2004.
“Promise and Peril in Implementing
Pay for Performance,” Michael Beer
and Mark Cannon, Human
Resource Management, Spring 2004.
"Strategic Management as Organizational
Learning: Developing Fit and Alignment through
a Disciplined Process," Beer, Michael,
Sven C. Voelpel, Marius Leibold, and Eden
B. Tekie, Long Range
Planning Journal, 38, no. 5 (October
2005).
Chapters
"American Medical Technologies Inc.:
Learning the Capabilities Needed to Implement
Strategic Change," Michael Beer and
Russell A. Eisenstat, in Blackwell Cases
in Human Resource and Change Management,
John Storey, ed., Blackwell Publishers,
Inc., Cambridge, MA 1996.
"The Organization Change Imperative:
A Personal Journey," Michael Beer,
in Relevance of
a Decade: Essays to Mark the First Ten Years
of the Harvard Business School Press,
P. Duffy, ed., Harvard Business School Press,
Boston, MA, 1994.
"Strategic Change: A New Dimension
of HRM," Michael Beer, Russell Eisenstat
and Ralph Biggadike, in Handbook
of Human Resource Management, J.
Ferris, ed., Blackwell, London, 1994.
"Managing Strategic Alignment,"
Michael Beer, in The
Change Management Handbook: A Roadmap to
Corporate Transformation, L. Berger
and M. Sikora, eds., Irwin/Dow Jones, Homewood,
IL, 1993
"Strategic Change: How to Realign
the Organization to Implement Strategy,"
Michael Beer and Russell Eisenstat, in The
Portable MBA in Strategy, L. Fahey
and R. Randall, eds., John Wiley & Sons,
Inc., New York, NY, 1993.
"The Critical Path for Change: Keys
to Success and Failure in Six Companies,"
Michael Beer, Russell Eisenstat and Bert
Spector, in Corporate
Transformation: Revitalizing Organizations
for a Competitive World, Ralph Kilmann,
Teresa Joyce Covin, & Associates, eds.,
Jossey Bass, San Francisco, CA, 1988.
"Organization Change and Development,"
Michael Beer and Anna Elise Walton, in Annual
Review of Psychology, M. Rosenzweig
and L. Porter, eds., Annual Review Inc.,
Palo Alto, CA., Vol. 38, 1987.
“Leading, Learning and Learning to
Lead: An Action Approach To Developing Organizational
Fitness,” Michael Beer, in The
Leader's Change Handbook: An Essential Guide
to Setting Direction and Taking Action,
Jossey-Bass, November 1998.
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