A story's impact on organizational‐culture change

Briody, Elizabeth K.; Pester, Tracy Meerwarth; Trotter, Robert T.

doi:10.1108/09534811211199600

Cited by 31 publications

(24 citation statements)

References 25 publications

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“…However, designing the culture that enables the best balance for the particular lean implementation desired takes time and effort, but has been found to be worthwhile (cf. Briody et al, 2012;Conceicao and Altman, 2011;Hartmann and Khademian, 2010;Ray and Goppelt, 2011;Schein, 2004;Smollan, 2013;Wright, 2013;Whitehead, 2001). Furthermore, which dominant organizational culture may have a potential to increase effectiveness on lean processes is given in detail above in each section.…”

Section: Resultsmentioning

confidence: 99%

The effect of organizational culture on implementing and sustaining lean processes

Pakdil

Leonard

2015

Journal of Manufacturing Technology Management

121

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -Lean systems thinking was widely studied using relevant variables, but there is a dearth of published theoretical or empirical evidence about the cultural aspects of lean processes. The lack of conceptual development is one of the motivations for this study. Do organizational cultural variations correlate with the success and effectiveness of lean processes? What organizational infrastructures are required for effective lean implementation and continuation? The paper aims to discuss these issues. Design/methodology/approach -Examining literature in the area of lean production and lean management, the authors sought current literature at the intersection of organizational culture and lean processes, particularly implementation and sustainability, but found little relating to the topic. Therefore, using the Competing Values Framework taxonomy, the authors examine this intersection, relying on related research in the areas. Findings -In this paper, a brief discussion of lean processes in relation to organizational culture leads to propositions that identify the various cultural dimensions and their purported effect on lean implementation and sustainability. A model of this interaction is developed. Those quadrants of the Competing Values Framework that might be useful in developing research directions for the future are identified. Research limitations/implications -Future research directions include the measurement of organizational culture in firms that have implemented lean processes. This would be a step toward looking at the effect that the different quadrants in the Competing Values Framework have on various elements of lean efforts. This would take a significant amount of work, because the manufacturing industry, the leader in implementing and sustaining lean processes, may have institutionalized particular organizational cultures. It would be an interesting step forward in the understanding of how lean processes are operationalized across different firms and industries. However, there are multiple ways to examine culture; the authors believe this method allows the capture of the entire spectrum. Practical implications -Knowing which dimensions influence lean effec...

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Section: Resultsmentioning

confidence: 99%

The effect of organizational culture on implementing and sustaining lean processes

Pakdil

Leonard

2015

Journal of Manufacturing Technology Management

121

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“…When understood holistically, the themes portray important aspects of the current and imagined structure and dynamics. While this approach is aligned with earlier analyses of stories and oral histories (Briody et al 2012;McKinnon 2008;Orr 1996), the explicit pairing of two flow stories exposes stark cultural differences and yields distinct cultural models. In a silo-ed, change-resistant culture, individuals and units optimize for themselves.…”

Section: Organizational Culture In Stories and New Initiativesmentioning

confidence: 90%

“…They serve various functions including raising awareness, problem solving, persuasion, and reinforcing ideals (Connell et al 2003;Jordan 1996;Orr 1996). When two or more stories are compared (e.g., illustrating culturally appropriate or inappropriate behavior), the impetus for change can be powerful (Briody et al 2010;McKinnon 2008) and affect cultural change (Briody et al 2012). The acquisition, learning, and transmission of stories are subject to various forces (e.g., inertia, drift, interest) (Urban 2010;.…”

Section: Stories and New Initiatives: How They Appear Diffuse Remaimentioning

confidence: 99%

The Woes of Implementation Practice: Getting Caught by the “Program of the Month”

Briody¹

2018

jba

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Senior leaders from a large American hospital told me that they wanted their hospital to become more "patient-centric" and asked me to help them. I was hired to conduct an ethnographic study of the hospital with a team of six employees and the goal of improving patient experiences. Sixteen months later, the research was completed, effective models of hospital work practices documented, recommendations made, and 16 tools developed to improve hospital culture. Yet none of our work was implemented. I returned to my field notes to discover clues that might explain why. This article explains the process I followed, the stories that revealed unwanted messages, the transcripts that enabled sensemaking, and the program-of-the-month cycle that prevented implementation from occurring.

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“…There is a considerable body of research on storytelling organizations (Boje, 1991(Boje, , 2008Gabriel, 2000;Reissner, 2008), and the way change generates stories (Letiche et al, 2008;Fronda and Moriceau, 2008;Steuer and Wood, 2008;Corvellec and Hultman, 2012) that are used to make sense of (Sims et al, 2009;Brown and Humphreys, 2003;Boyce, 1995;Thurlow and Mills, 2009;Islam, 2013) and resist change (Dawson and McLean, 2013;Vickers, 2008), with rather less attention being given to stories as a way of engaging participants in an early dialogue on the need and parameters for change (Briody et al, 2012;Jabri, 2012). Although there is a growing interest in organizational and individual readiness for change (Rafferty et al, 2013;Haffar et al, 2014) as well as the development of new ideas in the search and selection of innovation opportunities (Tidd and Bessant, 2013) the use of stories and the storying process during the initial conception of innovation and change remains largely unexplored (Denning, 2008).…”

Section: Jocm 275mentioning

confidence: 99%

Stories affording new pathways: bridging the divide between aged and disability care

Dawson

Sykes

McLean

et al. 2014

Journal of Organizational Change Management

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Access to this document was granted through an Emerald subscription provided by emerald-srm:320271 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to examine the early stages of change and the way that stories can open up forms of collaborative dialogue and creative thinking among divergent stakeholders on known but "intractable" problems by enabling multiple voices to be heard in the co-construction of future possibilities for change. The empirical focus is on a project undertaken by two organizations located in Australia. The organizations -AAC, a large aged care provider and Southern Disability Services, a disability support service -collaborated with the researchers in identifying and re-characterizing the nature of the problem in the process of storying new pathways for tackling the transitioning needs of people with intellectual disabilities into aged care services. Design/methodology/approach -An action research approach was used in conducting interviews in the case organizations to ascertain the key dimensions of the presenting problem and to identify change options, this was followed by an ethnographic study of a Pilot Project used to trial the provision of disability day service programmes within an aged care setting. Findings -A key finding of the study centres on the importance of stories at the early stages of change in widening the arena of innovative opportunities, in facilitating collective acceptance of new ideas and in initiating action to resolve problems. The paper demonstrates how stories are used not only in retrospective sensemaking of existing problems but also in giving prospective sense to the possibilities for resolving protracted problems through innovative solutions that in turn facilitates a level of collective acceptance and commitment to opening up new pathways for change. Originality/value -The paper focuses on problem characterization during the early stages of change and bring to the fore the often hidden notion of time in utilizing concepts from a range of literatures in examining temporality, stories and sensemaking in a context in which future possibilities are made sense of in the present through restorying experiences and events from ...

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A story's impact on organizational‐culture change

Cited by 31 publications

References 25 publications

The effect of organizational culture on implementing and sustaining lean processes

The effect of organizational culture on implementing and sustaining lean processes

The Woes of Implementation Practice: Getting Caught by the “Program of the Month”

Stories affording new pathways: bridging the divide between aged and disability care

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