The role of CI and learning in an organisational change process: experiences from a longitudinal study of organisational change

Abstract

Describes a longitudinal single‐case study in which continuous improvement (CI) was implemented during a radical organisational change process. In this case, numerous organisation factors greatly hindered the full integration of certain planned radical changes. In an effort to circumvent these situational barriers, CI, with an emphasis on imbedded learning, was introduced through an action research methodology in the context of an experimental learning lab (“experimentarium”). Contrary to prevailing theory that suggests that CI serves primarily to support and supplement existing radical changes, experiences from this study suggest that CI may be instrumental in facilitating the completion of the change cycle initiated by planned radical changes. Starts with a brief review of related theory, along with a discussion of the differences between radical and incremental changes. Followed by presentation of the case study methodology, two phases of the change process and finally discussion of the findings.

Citation

Busk Kofoed, L., Gertsen, F. and Jørgensen, F. (2002), "The role of CI and learning in an organisational change process: experiences from a longitudinal study of organisational change", Integrated Manufacturing Systems, Vol. 13 No. 3, pp. 165-175. https://doi.org/10.1108/09576060210416616