Publications

Most Recent Publications

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Academic Publications

Zubac, A.; Dasborough, M.; Hughes, K.; Jiang, Z.; Kirkpatrick, S.; Martinsons, M.; Tucker, D. and Zwikael, O. (2021) ‘The strategy and change interface: Understanding ‘Enabling” processes and cognitions.’ Management Decision. ISSN 1751-1348 (2021)

Tucker, D. A.; Hendy, J. and Chrysanthaki, T. (2021) How does policy alienation develop? Exploring Street-Level Bureaucrats’ agency in policy context shift in UK telehealthcare. Human Relations. https://doi.org/10.1177/00187267211003633

Hendy, J., Tucker, D.A. (2021) Public Sector Organizational Failure: A Study of Collective Denial in the UK National Health Service. J Bus Ethics. https://doi.org/10.1007/s10551-020-04517-1

Tucker, D. & Hendy, J. (2020) How Does Policy Alienation Develop? Exploring Street-Level Bureaucrats’ Responses to Policy Context. Academy of Management Proceedings. Vol 2020 (1) https://doi.org/10.5465/AMBPP.2020.68

Hancock, P. and Tucker, D.A. (2020), “Recognition and change: embracing a mobile policing initiative”, Journal of Organizational Change Management, Vol. 33 No. 5, pp. 965-977. https://doi.org/10.1108/JOCM-11-2018-0305

Yeow, P., Dean, A., Tucker, D. and Pomeroy, L. (2019), “Group-works: exploring multiplex networks, leadership and group performance”, Journal of Organizational Effectiveness: People and Performance, Vol. 6 No. 4, pp. 227-245. https://doi.org/10.1108/JOEPP-03-2019-0027

Tucker, D. A. & Cirella, S. (2018) Agents of Change: Insights from Three Case Studies of Hospital Transformations. In Research in Organizational Change and Development, edited by Noumair, D. & Shani, A, Vol 26: 307-340

Poels. G. E. M..; Tucker, D. A. and Kielema, J. (2017) The development of a theoretical framework of Organisational Rhythm. Journal of Organizational Change Management. Vol 30(6):888-902

Tucker, D. A.; Hendy, J. and Barlow, J. G. (2016) The dynamic nature of social accounts: An examination of how interpretive processes impact on account effectiveness. Journal of Business Research. Vol 69 (12): 6079-6087

Barlow, J.; Hendy, J. and Tucker, D. (2016) Managing major health service and infrastructure transitions: A comparative study of UK, US and Canadian hospitals. World Health Design: January 2016: p38-53

Tucker, D. A.; Hendy, J. and Barlow, J. G. (2015) The importance of role sending in the sensemaking of change agent roles. Journal of Health, Organization and Management. Vol 29(7):1047-1064

Tucker, D. A.; and Hendy, J. (2015) An examination of the processes by which social accounts influence change. Academy of Management Proceedings. 1:11084

Tucker, D. A.; Hendy, J. and Barlow, J. G. (2014) When infrastructure transition and work practice redesign collide. Journal of Organisational Change Management. 27(6):955–972

Yeow, P. M.; Dean, A.; and Tucker, D. A. (2014) ‘Bags for Life’: Embedding ethical consumerism. Journal of Business Ethics. 125(1): 87-99

Tucker, D. A.; Yeow, P.; and Viki, G. T. (2013) Communicating during organizational change using social accounts: The importance of trust in management. Management Communication Quarterly. 27(2): 184-209

Tucker, D. A.; Hendy, J. and Barlow, J. G. (2012) Sensemaking and social accounts of middle managers, Academy of Management Proceedings. 1:69