| Title | Author | Promotion |
| Breaking the Code of Change | Michael Beer and Nitin Nohria |   |
| This work gathers together a collection of debates on organizational change. The articles are arranged into three groups - point counterpoint, and commentary - to give a dynamic, conversational appeal. It offers an overview of the strengths and weaknesses of "Theory E" and "Theory O" of change.
From the Publisher
Review from The Financial Times, 28th November, 2000
"There is much thought-provoking material in this book, from whether and how to use management consultants to the psychological barriers to change.
That it is largely familiar ground is not really a problem: we still do not have the answers. But this book is evidence that, while we may live in a new economy, we have no new grand theories to go with it."
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| Good to Great | Jim Collins | |
| A robust research based piece or work that attempts to codify what can move good organisations to great organisations that out perform their industry and competitors in a sustainable way. Section on leadership confirms a lot of our findings on effective change leaders. |
| Exploring Strategic Change | Balogun & Hope Hailey with Johnson & Scholes | |
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| The Challenge of Change in Organizations | Barger and Kirby | |
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| Changing the Essence | Beckhard and Pritchard | |
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| The Critical Path to Corporate Renewal | Beer, Eisenstat and Spector | |
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| Flawless Consulting | Block, P | |
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| Reframing Organizations: Artistry, Choice and Leadership | Bolman and Deal | |
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| Managing Transitions | Bridges, W | |
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| Diagnosing and Changing Organizational Culture | Cameron and Quinn | |
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| Fast Forward | Champy and Nohria | |
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| Built to Last | Collins and Porras | |
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