To read this content please select one of the options below:

A generic model for creating organizational change and innovation in the building process

Torbjørn Korsvold (Research Manager, Østfold Research Foundation (STØ), Institute for Business and Regional Development, Fredrikstad, Norway)
Lone Sletbakk Ramstad (Research Fellow, Norwegian University of Science and Technology (NTNU), Trondheim, Norway)


ISSN: 0263-2772

Article publication date: 1 September 2004



Building on the empirical work of a doctoral dissertation on change management in the Norwegian building industry, this paper provides the outline of a generic innovation model for creating innovation and increased productivity in building projects. Central to this innovation model is the necessity for participative visualization of a common frame of reference. This is a shared understanding visualized as a joint enterprise image of the whole of the parts and the relationships of actual collective work practice integrating the planning and construction part of the building process as a whole. The model consists of three necessary arenas for knowledge development, being identified as “collective knowing”: “relational knowledge”, and “knowing how”. The paper concludes that the knowledge content of each arena continuously relates to one another in a dynamic and interdependent way constituting an actionable and generic model for innovation and productivity in the building process.



Korsvold, T. and Sletbakk Ramstad, L. (2004), "A generic model for creating organizational change and innovation in the building process", Facilities, Vol. 22 No. 11/12, pp. 303-310.



Emerald Group Publishing Limited

Copyright © 2004, Emerald Group Publishing Limited

Related articles