Conceptualizing continuous improvement: Implications for organizational change
This paper attempts to bridge the gap in the change conceptions of two different genres of literature. It brings together the literature on continuous improvement in the manufacturing field and the literature on organization change in the fields of strategic change and organization development. In the latter literature, studies describe both dramatic and discontinuous changes and disjointed but logical incremental changes. These changes are considered the territory of the top management. The continuous improvement concepts emphasize incremental changes that are continuous, concerted, and accumulative. In this case, workers are considered to play a key role in making changes. The two genres of literature are brought together to formulate a more comprehensive framework of organizational change, in which continuous incremental changes and dramatic and discontinuous changes can coexist and interrelate for more effective change processes in organizations. An example of the implementation of statistical process control illustrates this point.
If you experience problems downloading a file, check if you have the proper application to view it first. In case of further problems read the IDEAS help page. Note that these files are not on the IDEAS site. Please be patient as the files may be large.
As the access to this document is restricted, you may want to look for a different version under "Related research" (further below) or search for a different version of it.
Volume (Year): 23 (1995)
Issue (Month): 6 (December)
|Contact details of provider:|| Web page: http://www.elsevier.com/wps/find/journaldescription.cws_home/375/description#description|
|Order Information:|| Postal: http://www.elsevier.com/wps/find/supportfaq.cws_home/regional|
References listed on IDEAS
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Showalter, Michael J. & Mulholland, Judith A., 1992. "Continuous improvement strategies for service organizations," Business Horizons, Elsevier, vol. 35(4), pages 82-87.
- Walsham, G, 1992. "Management science and organisational change: A framework for analysis," Omega, Elsevier, vol. 20(1), pages 1-9, January.
- Quinn, James Brian, 1982. "Managing strategies incrementally," Omega, Elsevier, vol. 10(6), pages 613-627.
- Abernathy, William J. & Clark, Kim B., 1985. "Innovation: Mapping the winds of creative destruction," Research Policy, Elsevier, vol. 14(1), pages 3-22, February.
When requesting a correction, please mention this item's handle: RePEc:eee:jomega:v:23:y:1995:i:6:p:607-624. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Shamier, Wendy)
If you have authored this item and are not yet registered with RePEc, we encourage you to do it here. This allows to link your profile to this item. It also allows you to accept potential citations to this item that we are uncertain about.
If references are entirely missing, you can add them using this form.
If the full references list an item that is present in RePEc, but the system did not link to it, you can help with this form.
If you know of missing items citing this one, you can help us creating those links by adding the relevant references in the same way as above, for each refering item. If you are a registered author of this item, you may also want to check the "citations" tab in your profile, as there may be some citations waiting for confirmation.
Please note that corrections may take a couple of weeks to filter through the various RePEc services.