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OpenAlex Citation Counts

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OpenAlex is a bibliographic catalogue of scientific papers, authors and institutions accessible in open access mode, named after the Library of Alexandria. It's citation coverage is excellent and I hope you will find utility in this listing of citing articles!

If you click the article title, you'll navigate to the article, as listed in CrossRef. If you click the Open Access links, you'll navigate to the "best Open Access location". Clicking the citation count will open this listing for that article. Lastly at the bottom of the page, you'll find basic pagination options.

Requested Article:

Organizational change failure: Framing the process of failing
Gavin M. Schwarz, Dave Bouckenooghe, Maria Vakola
Human Relations (2020) Vol. 74, Iss. 2, pp. 159-179
Closed Access | Times Cited: 42

Showing 1-25 of 42 citing articles:

Bridging the Principle‐Implementation Gap: Evaluating organizational change to achieve interoperability between the UK Emergency Services
Nicola Power, Richard Philpot, Mark Levine, et al.
Journal of Occupational and Organizational Psychology (2025) Vol. 98, Iss. 1
Open Access | Times Cited: 1
Exploring the inclusive leadership and employee change participation relationship: the role of workplace belongingness and meaning-making
Kleanthis K. Κatsaros
Baltic Journal of Management (2022) Vol. 17, Iss. 2, pp. 158-173
Closed Access | Times Cited: 38
Commitment to organizational change: The role of territoriality and change-related self-efficacy
Momo D. Kromah, Oluremi B. Ayoko, Neal M. Ashkanasy
Journal of Business Research (2024) Vol. 174, pp. 114499-114499
Open Access | Times Cited: 7
The psychological conditions for employee engagement in organizational change: Test of a change engagement model
Simon L. Albrecht, Sarah Furlong, Michael P. Leiter
Frontiers in Psychology (2023) Vol. 14
Open Access | Times Cited: 14
Guidance for successful healthcare transformation: A systematic review of change management practices and outcomes
Bradley Hastings
Australian Journal of Management (2025)
Closed Access
Generation Gap? The Branching Influence of Historical Myths
Sung‐Chul Noh, Matthew CB Lyle, Boram Do
Organization Science (2025)
Closed Access
Daily Job Crafting and Adaptive Performance During Organizational Change: The Moderating Role of Managers’ Influence Tactics
Maria Vakola, Despoina Xanthopoulou, Evaggelia Demerouti
The Journal of Applied Behavioral Science (2022) Vol. 59, Iss. 2, pp. 232-261
Open Access | Times Cited: 17
Employee reactions to planned organizational culture change: A configurational perspective
Konstantinos Tasoulis, Ilias O. Pappas, Pavlos A. Vlachos, et al.
Human Relations (2023) Vol. 77, Iss. 9, pp. 1272-1305
Open Access | Times Cited: 10
Making Sense of Responsibility in Rural Sustainability Work
Caroline Ärleskog
Journal of Organizational Sociology (2025)
Closed Access
Social Networks and Organizational Change Implementation
James M. Vardaman, Feigu Zhou
(2025), pp. 507-526
Closed Access
Case Study
Arthur D. Bradford, Darrell Norman Burrell
IGI Global eBooks (2025), pp. 257-290
Closed Access
Leaders Impede Change
Jennie Lee Khun
IGI Global eBooks (2025), pp. 105-130
Closed Access
Perceived change uncertainty and behavioral change support: the role of positive change orientation
Kleanthis K. Κatsaros, Athanasios N. Tsirikas
Journal of Organizational Change Management (2022) Vol. 35, Iss. 3, pp. 511-526
Closed Access | Times Cited: 16
Mitigating anxiety: The role of strategic leadership groups during radical organisational change
Michael Jarrett, Russ Vince
Human Relations (2023) Vol. 77, Iss. 8, pp. 1178-1208
Open Access | Times Cited: 9
The Role of Leadership in Managing Change
Misheck Musaigwa
International Review of Management and Marketing (2023) Vol. 13, Iss. 6, pp. 1-9
Open Access | Times Cited: 9
Reflections: How Studying Organizational Change Lost Its Way
Mark Hughes
Journal of Change Management (2022) Vol. 22, Iss. 1, pp. 8-25
Open Access | Times Cited: 12
Leader Idea Championing for Follower Readiness to Change or Not? A Moderated Mediation Perspective of Prosocial Sensegiving
Antonio Sadarić, Miha Škerlavaj
Journal of Change Management (2023) Vol. 23, Iss. 2, pp. 200-227
Open Access | Times Cited: 4
What AI Knows: Shaping Work and Pushing Ideas on Changing Organizations
Tobias Fredberg, Gavin M. Schwarz
The Journal of Applied Behavioral Science (2024)
Closed Access | Times Cited: 1
Unbundling Strategic Change in Family Firms: the Influence of Familiness on the Strategic Change Process
Moritz Belling, Ulrich Pidun, Dodo zu Knyphausen‐Aufseß
Schmalenbach Journal of Business Research (2021) Vol. 73, Iss. 3-4, pp. 381-411
Open Access | Times Cited: 8
Is Gaining Affective Commitment the Missing Strategy for Successful Change Management in Healthcare?
Reema Harrison, Ashfaq Chauhan, Amirali Minbashian, et al.
Journal of Healthcare Leadership (2022) Vol. Volume 14, pp. 1-4
Open Access | Times Cited: 6
Leading change and innovation in Ghana’s banking sector: the mediating role of work autonomy
Stephen Debar Kpinpuo, Isaac Gumah Akolgo, Linda Naimi
Industrial and Commercial Training (2022) Vol. 55, Iss. 1, pp. 1-18
Closed Access | Times Cited: 6
Collective friend group reactions to organizational change: A field theory approach
James M. Vardaman, Liam P. Maher, Christopher Sterling, et al.
Journal of Organizational Behavior (2023) Vol. 44, Iss. 7, pp. 1094-1108
Open Access | Times Cited: 3
New Insights in the Basic Psychological Needs of Leaders Not to Fail Organizational Change: Post-Pandemic View on Leader’s Experience—A Qualitative Content Analysis
Jörg Krauter
Open Journal of Leadership (2023) Vol. 12, Iss. 03, pp. 193-257
Open Access | Times Cited: 3
Bridging the Principle-Implementation Gap: Evaluating Organisational Change to Achieve Interoperability Between the UK Emergency Services
Nicola Power, Richard Philpot, Mark Levine, et al.
(2023)
Open Access | Times Cited: 3
ORGANIZATIONAL CHANGES AND THE IMPACT ON THE PERFORMANCE OF SHARIA BANK EMPLOYEES THROUGH AFFECTIVE COMMITMENT
Muhammad Zakiy, Pawestri Kinasih, Syarif As’ad
Deleted Journal (2023) Vol. 9, Iss. 1, pp. 1-18
Open Access | Times Cited: 2
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