The problem of using hierarchy for implementing organisational innovation

R.W. Schuring, Clementine Harbers, C.C.E. Harbers, M. Kruiswijk, Martine Kruiswijk, Sander Rijnders, Harm Boer

Research output: Contribution to journalArticleAcademicpeer-review

2 Citations (Scopus)

Abstract

Neither science nor practice seems to regard the implementation of a continuous improvement (CI) programme as a problematic organisational innovation. Many organisations do not regard CI implementation as a major change and tend to use their existing hierarchy to organise and manage the process. There is no specific literature on CI programme implementation processes. This article shows that the implementation of a CI programme is a non-trivial and actually problematic process, especially if the programme is implemented using the existing hierarchy. Two case studies are presented to illustrate and discuss the problems related to this strategy, showing that the hierarchical approach is not suited for furthering, detailing and implementing the general ideas behind CI. Yet, this is exactly what this design-and-learn type of organisational innovation needs. In our case studies, all the people involved need to learn about the CI programme, appreciate its value and develop their role in it. Using the existing hierarchy does not seem to enable this. Rather, CI appears to need what could be called, 'participative embedding'.
Original languageUndefined
Pages (from-to)903-917
Number of pages15
JournalInternational journal of technology management
Volume26
Issue number8
DOIs
Publication statusPublished - 2003

Keywords

  • Case Study
  • Continuous improvement
  • Innovation
  • METIS-124487
  • hierarchy
  • IR-71782
  • organisational change

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