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Article
Publication date: 1 November 1999

Tapani Taskinen and Riitta Smeds

In this paper, a preliminary framework for the assessment of change management is developed, based on recent research and case interviews at three consulting companies…

Abstract

In this paper, a preliminary framework for the assessment of change management is developed, based on recent research and case interviews at three consulting companies. The framework distinguishes between efficiency and effectiveness measurements on change management, and evaluates the management methods and outcomes of the change projects separately. The framework is applied to analyze and compare the change projects in three Finnish manufacturing companies. The results indicate that the preliminary framework can explain the difference between successful and less successful change management in manufacturing processes. By applying the measurement framework in practice, organizations can continuously improve their change management capabilities. More empirical research is needed to test the framework further.

Details

International Journal of Operations & Production Management, vol. 19 no. 11
Type: Research Article
ISSN: 0144-3577

Keywords

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Article
Publication date: 7 September 2015

Rita Lavikka, Riitta Smeds and Miia Jaatinen

The purpose of this paper is to discover a three-step process for building contextual ambidexterity into inter-organizational IT-enabled service processes through…

Abstract

Purpose

The purpose of this paper is to discover a three-step process for building contextual ambidexterity into inter-organizational IT-enabled service processes through developmental interventions.

Design/methodology/approach

A longitudinal action research project was conducted. The empirical study consisted of three consecutive developmental interventions to support the collaborative development effort of an IT company and its customer network to efficiently serve their present and future customers. The data consists of process modeling and simulation workshop discussions, interviews, observation, and archival data. The development effort was studied for over a year.

Findings

The study shows that the three developmental interventions acted as a process for balancing the exploration-exploitation tension in inter-organizational service processes. The sequential interventions facilitated the studied organizations in crossing the inter-organizational knowledge boundaries and creating shared domain knowledge, creating common understanding of the collaborative IT-enabled service processes, and co-developing the coordination mechanisms that are essential for the continuous exploration and exploitation of the new ideas in the future collaborative service processes. These three steps built capacity for the inter-organizational management system to achieve synergies between goals, resources, and activities in the inter-organizational collaboration.

Originality/value

The study contributes to the understanding on the process of building inter-organizational ambidexterity. The study presents a three-step process for building inter-organizational contextual ambidexterity into the IT-enabled service processes through developmental interventions. Research on inter-organizational contextual ambidexterity is combined with research on coordination and knowledge management.

Details

Business Process Management Journal, vol. 21 no. 5
Type: Research Article
ISSN: 1463-7154

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Article
Publication date: 9 March 2015

Rita Henriikka Lavikka, Riitta Smeds and Miia Jaatinen

– The paper aims to compare the coordination of supply chain networks in contractually different complex construction projects.

Abstract

Purpose

The paper aims to compare the coordination of supply chain networks in contractually different complex construction projects.

Design/methodology/approach

A comparative case study of the coordination of collaborative work in two successful hospital construction projects was conducted. One of the projects applied multiple dyadic contracts, whereas the other project applied one multi-party contract between the parties. The projects were located in the USA. Data were collected by observing the coordination on the construction sites for six weeks and by conducting 72 interviews.

Findings

The paper shows that depending on the contract type, the timing and extent of complementary procedural coordination differs during projects. Compared with one multi-party contract, the dyadic contracts needed to be complemented during the design phase with three additional procedural coordination mechanisms: organizational design, processes for collaborative work and integrated concurrent engineering sessions. Additionally, common rules of conduct were taken into use during the construction phase. However, regardless of the contract type, procedural coordination mechanisms, such as co-located working, collaborative decision-making in inter-organizational meetings, a liaison role and shared project goals were needed throughout the projects.

Practical implications

If multiple dyadic contracts are applied, procedural coordination mechanisms have to be co-created by all supply chain parties at the beginning of the project.

Originality/value

The paper provides an understanding on successful contractual and complementary procedural coordination mechanisms of supply chain networks in complex construction projects.

Details

Supply Chain Management: An International Journal, vol. 20 no. 2
Type: Research Article
ISSN: 1359-8546

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Article
Publication date: 1 March 1994

Riitta Smeds

Encouraging experiences from a case study show that when leanmanufacturing is implemented as an innovation process, and socialstimulation games are applied, the resulting…

Abstract

Encouraging experiences from a case study show that when lean manufacturing is implemented as an innovation process, and social stimulation games are applied, the resulting new systems are both economic and organizational successes. The lead time of change is short and resistance to change is avoided. The lean principles can spill over to other business processes, which ultimately creates a “lean” enterprise. To guide this development, top‐down change management should be replaced by “lean” visions and guidelines. Under this umbrella, the individual development projects should unfold as consciously managed innovation processes that encourage bottom‐up creativity and learning.

Details

International Journal of Operations & Production Management, vol. 14 no. 3
Type: Research Article
ISSN: 0144-3577

Keywords

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