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

Abstract

The role of CI and learning in an organisational change process: experiences from a longitudinal study of organisational change Integrated Manufacturing Systems 13/3 [2002] 165±175

Examining process management via the lens of exploitation and exploration: Reconceptualization and scale development

“…In turn, these newly explored processes trigger the need for exploitation through fine-tuning and streamlining (Jha et al, 1996;Rohleder and Silver, 1997). Small, exploitation-driven wins, then, may help drive and sustain momentum for process exploration (cf., Cole, 2001;Kettinger and Grover, 1995;Kofoed et al, 2002). Typically, these small wins trigger process exploration by promoting learning and accumulating problem-solving knowledge and capabilities (cf., Thompson, 1967;Feldman, 2000), which lead to work efficiency and employee proficiency (Cole, 2001;Plowman et al, 2007) that ultimately spark radical process changes (Cole, 2001).…”

“…It is therefore also perceived as a naturally ongoing activity aiming at uplifting the level of organization-wide performance and adapting to the external environment and internal situations (Anand et al, 2009;Feldman, 2000;Kofoed et al, 2002).…”

Human Dynamics of Effective Lean Team Cultures and Climates

“…Furthermore, the fifth principle requires employees and managers to continuously monitor for non-value adding routines in order to i mprove work practices. Lean Management requires the collective establishment of an attitude of 'continuous improvement' as well as matching behaviors (Busk Kofoed, Gertsen, and Jørgensen, 2002;Hines et al, 2004). Continuous improvement of work processes in order to increase customer value is the ultimate purpose of Lean production 1 Although Shah and Ward defined Lean from a conceptual and operational angle, their definition negates the idea that firms may add value by satisfying the increasingly varied customer's wishes (Hines, Holweg, and Rich, 2004).…”

Corporate social responsibility in maritime transport : a contingency framework

“…To a large extent, absorptive capacity is connected to continuous improvement since the former highlights the role of learning in the latter (Locke and Jain, 1995;Cole, 2002). Continuous improvement emphasises adaptive and generative learning (Aloini et al, 2011) by reflecting on customers' feedback, systems thinking, sharing of knowledge, ideas, and suggestions for improvements, and problem solving with the use of quality circles, process improvement and benchmarking tools (Kaye and Anderson, 1999;Kofoed et al, 2002).…”

“…Motivated by the punctuated equilibrium theory of change whereby any advantage gained by an organisation will be eroded over time without continual maintenance and support (Kofoed et al, 2002), this chapter aims to advance the current literature on contingencies by examining the effect of CSR on business performance through a dynamic lens. The word 'dynamic' implies the ability to reconfigure a firm's resources in response to its changing environment (Fawcett et al, 2012).…”