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Implementation processes: a Boolean analysis

Author

Listed:
  • C Martin

    (School of Management (City West), University of South Australia)

  • M Metcalfe

    (School of Management (City West), University of South Australia)

Abstract

Implementing new operating procedures into organisations is problematic. It requires consideration of the socialisation processes needed to encourage implementers to creatively adopt and adapt the new procedure. The four main explanations of why organisational change occurs are teleology (group emerged action), evolution, dialectic and life cycles (growth stages). These have been mapped onto the corresponding organisational socialisation processes of job rotation, benchmarking with continuous improvement, competition and the use of champions. It has been claimed that successful implementation requires a mix of all four of these processes. This paper tests that claim by comparing the implementation of Total Quality Management into 32 independent and geographically dispersed bulk grain handling sites located around South Australia. Using Boolean Analysis it was found that successful implementation was achieved using either (a) self managed problem-solving teams and a review teams or, (b) champions with job rotation and site visits. Both of these mixes of socialisation processes worked; doing both was not necessary. The implications of this finding are discussed.

Suggested Citation

  • C Martin & M Metcalfe, 2011. "Implementation processes: a Boolean analysis," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 62(1), pages 21-28, January.
    • Handle: RePEc:pal:jorsoc:v:62:y:2011:i:1:d:10.1057_jors.2009.172
    DOI: 10.1057/jors.2009.172
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    References listed on IDEAS

    as
    1. Marcie J. Tyre & Eric von Hippel, 1997. "The Situated Nature of Adaptive Learning in Organizations," Organization Science, INFORMS, vol. 8(1), pages 71-83, February.
    2. C Martin & M Metcalfe & H Harris, 2009. "Developing an implementation capacity: justifications from prior research," Journal of the Operational Research Society, Palgrave Macmillan;The OR Society, vol. 60(6), pages 859-868, June.
    3. C. W. Churchman & A. H. Schainblatt, 1965. "The Researcher and The Manager: A Dialectic of Implementation," Management Science, INFORMS, vol. 11(4), pages 69-87, February.
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