TY  - JOUR
AB  - Widespread recognition of the strategic imperative posed by a turbulent external environment has brought into focus a key challenge for firms – that of increasing involvement in innovation by the staff in the organisation. Much research has suggested that organisations that mobilise a large proportion of their staff to participate in innovation can make significant gains. Achieving this depends on a systematic process of organisational development in which the facilitative patterns of behavioural routines are extended and reinforced, so that they become a major culture change. This paper reports on progress with this organisational development methodology using a detailed case study of its use within a major mining company in South Africa. It makes use of a reference model framework to help structure and direct the change process towards enabling higher involvement in innovation. In particular it explores practical issues involved in moving a large organisation along a path of high involvement innovation.
VL  - 15
IS  - 4
SN  - 1741-038X
DO  - 10.1108/17410380410535017
UR  - https://doi.org/10.1108/17410380410535017
AU  - de Jager Bertus
AU  - Minnie Chris
AU  - de Jager Johan
AU  - Welgemoed Marita
AU  - Bessant John
AU  - Francis Dave
PY  - 2004
Y1  - 2004/01/01
TI  - Enabling continuous improvement: a case study of implementation
T2  - Journal of Manufacturing Technology Management
PB  - Emerald Group Publishing Limited
SP  - 315
EP  - 324
Y2  - 2024/09/19
ER  -