1 Department of Management, Aarhus School of Business, Aarhus BSS, Aarhus University2 Aalborg University3 Department of Management, Aarhus BSS, Aarhus University4 Department of Management, Aarhus BSS, Aarhus University
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.
Journal of Manufacturing Technology Management, 2002, Vol 13, Issue 3, p. 165-175