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Change Management & Innovation Case Studies


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  • Management of innovation networks: a case study of different approaches
    The first and preliminary version of this paper (“Management of innovation networks –two different approaches”) was presented at the 20th IMP Industrial Marketing and Purchasing Conference 2004, Copenhagen, 2-4 September 2004 and published in their CD-ROM Proceedings....
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  • Dramaturgical analysis of organizational change and conflict
    Goffman (1959) uses the metaphor of theatre to explain individual, two person, and team behavior. Here, that dramaturgical analysis expands to analyze organizational behavior in a case study. Dramaturgy is “the craft or the techniques of dramatic composition considered collectively” (Random House, 1972). First, relevant literature is discussed,...
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  • Evaluating an Australian public policy organization's innovation capacity
    Innovation is often claimed to be a cornerstone of competitiveness (Denton, 1999; Jägle, 1999; Johannessen et al., 1999; Neely and Hii, 1998) and in some cases also profitability (Bose et al., 2002; Roberts, 1999). The role of innovation in a firm's strategy is further...
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  • Contested practice: multiple inclusion in double-knit organizations
    One of the most intriguing issues in recent organizational learning research are communities of practice (CoP) that have gained enormous popularity since its inception in Lave and Wenger's (1991) seminal study. Part of its success may be explained by its close affiliation with the burgeoning knowledge management literature. CoPs...
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  • Responding to crisis through strategic knowledge management
    One only needs to talk to a range of managers to discover that, in many organisations, strategic thinking and strategic planning are often replaced with fire-fighting and the reliance on emergent solutions (Spence, 1999). This can be the case with knowledge management (KM) where organisations sometimes develop capabilities piecemeal,...
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  • Knowledge management in a New Zealand tree farming company: Ambiguity and resistance to the “technology solution”
    Knowledge exists in relation to certain practices, which it actively plays a part in organising and transforming. It is also part of a wider set of processes … [and] to an issue, which makes it “useful” (Mouritsen et al., 2001, p. 739)....
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  • Creating communities of practices to manage technological knowledge: An evaluation study at Rolls-Royce
    In large companies, technological knowledge lies dispersed over individual specialists, business units and locations (Grant, 1996). Two engineers may be working on a similar problem in mutual ignorance, because they are working in different parts of the company. By sharing knowledge, organisation members enhance the utilisation of knowledge and...
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  • Finding form: elite sports and the business of change
    In this paper we introduce a case study that investigates how an organization is able to transition itself to the point where performance indicators are showing a quantum improvement resulting directly from the ways in which the organization has responded to heightened change. More importantly, we examine how this process...
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  • Post bureaucracy and the politics of forgetting: The management of change at the BBC, 1991-2002
    Comment on the “end” of bureaucracy is derived from the view that bureaucratic rationalisation can no longer provide a viable basis for organising in the current context of radical uncertainty and turbulent change (Harvey, 1989; Kumar, 1995; Castells, 2000). Advocates of post bureaucracy argue that organisations are...
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  • Staff development and performance appraisal in a Brazilian research centre
    Current competitive markets are highly influenced by the markets being globalised, technological innovation and stiff competition. Competence-based management appears in this scenario as an approach to human resource management which provides interaction between human resource systems and a company's strategy (Santos, 2000; Schuler and Jackson, 1995; Meshoulam...
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  • Paradoxical process in the organizational change of the CEO succession: A case study from France
    CEO succession in small and medium-sized firms is a crucial issue for research on organizations, especially in family firms an inconsistency in ability between two different generations is all too likely. The most important factor for perpetuation of the family business is to plan the succession (Barach and Ganitsky,...
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  • Science-based innovation as systematic risk-taking: The case of new drug development
    Much of the knowledge-management literature (Tsoukas and Mylonopoulos, 2004; Easterby-Smith and Lyles, 2003; Newell et al., 2002; Prichard et al., 2000; Spender, 1996; Nonaka and Takeushi, 1995) and the literature on innovation (Jassawalla and Sashittal, 2002; Hargadon and Sutton, 1997; Cheng...
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  • A template for commercialising science and facilitating innovation: A case study of Victoria, Australia
    The title for this paper may appear paradoxical, is it really possible to develop a template for facilitating innovation? The authors argue that the Australian collaborative model between Government, research institutions, and industry has been successful in generating high levels of innovation in the state of Victoria. This model describes...
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  • Building and marketing an image in child welfare
    The authors wish to thank the contributions of Kelley Peterson, Director of Communications, CEDARS....
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  • Vehicles for attention creation: the case of a concept car at Volvo Cars
    The main attraction at the Geneva International Motor Show in 2004 was the Volvo Your Concept Car (YCC), a concept car developed by a group of women, targeting an independent, professional – and female – premium customer. The launch was followed by the kind of media interest that makes marketing...
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  • The fatal smirk: Insider accounts of organizational change processes in a police organization
    After seeing that our leaders smirked at this parrot, our symbol for the intervention program for children, nobody took it seriously anymore....
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  • A structurationist analysis of post-bureaucracy in modernity and late modernity
    In recent years, management theorists have pointed to the emergence of new organizational forms departing from vertical command structures, and turning to horizontal collaborative models, in an attempt to make organizations more flexible and responsive to fluctuating environments, and to unleash workers' initiative. New organizational forms are often associated with...
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  • Marks and Spencer–waiting for the warrior: A case examination of the gendered nature of change management
    When, in Autumn 2003 I needed a case study on organisational change, without too much deliberation I chose Marks and Spencer. This was because the company seemed to me to be well-known, well-loved and in very public trouble. A few months later, the then Managing Director, Roger Holmes, came to...
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  • Buttonwood Park, New Bedford: from conflict to partnering
    This is a narrative account of a community's effort to mobilize against a threat to its Olmsted Park, named Buttonwood. This occurred in New Bedford, Massachusetts, over a period of three years in the late 1990s. The Friends of Buttonwood Park served as the vehicle for action....
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  • Narrative, identity and change: a case study of Laskarina Holidays
    This paper contributes to our understanding and theorization of organizational identities as narrative constructs through an analysis of shared identity stories at a UK-based specialist tour operator (Laskarina Holidays). Consonant with the linguistic “turn” in the social sciences, we regard “organization” as a discursive space constituted through language practices, and...
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  • Enabling intrapreneurship: the case of a knowledge-intensive industrial company
    The author gratefully acknowledges the helpful comments made by Per Nikolaj Bukh, Anders Drejer and John Parm Ulhøi on an earlier version of this paper....
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  • Innovation through acquisition: The Jiangsu Little Swan Group Company in the People's Republic of China
    First-class enterprises form standards and benchmarks; second-class enterprises form brands; and third class enterprises form products. (Xu Yuan, Deputy General Manager, the Jiangsu Little Swan Group Company, 18 November 2002)....
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  • Market-oriented new product development: How can a means-end chain approach affect the process?
    The means-end chain (MEC) theory is widely used in consumer research and for the development of advertising strategies (Gutman, 1982; Reynolds and Whitlark, 1995). This paper shows an attempt to apply a MEC approach to the development of new products. The aim is to investigate how the introduction...
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  • Adoption of behaviour: predicting success for major innovations
    Predicting whether an innovation will be adopted in a market has always formed a major scientific challenge. Generations of scientists have pursued this challenge, by studying the subject from different disciplinary angles and for different kinds of innovations. Sociologists and psychologists have tried to pinpoint the unique characteristics of the...
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  • New knowledge creation through dialectical leadership: A case of IT and multimedia business in Japan
    Rapid progress in information and multimedia technologies is leading the way for gradual renovation in diverse areas including society, economy and industry. Ever widening acceptance of the internet, intranet and extranet is spawning the flattening of corporations on novel communications platforms as well as the creation of a new-business model...
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  • Managing change at Sears: a sideways look at a tale of corporate transformation
    It has become a commonplace argument to suggest that many accounts of change and its management are limited analytically and weak in terms of their practical application (Pettigrew, 1985; Dawson, 1994; Collins, 1998) because they consider only a “thin slice” (Clark, 2000) of organizational variables, wrenched...
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  • Intuition and pharmaceutical research: the case of AstraZeneca
    Innovation is at the bottom line, and based on the firm's ability to manage creativity. Although creativity is a most contested and polymorphous construct, here it is used to represent new ideas and thoughts that precede an innovation. Madjar et al. (2002, p. 757) write:We consider employee creativity to...
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  • Hollywood wives revisited: a study of customer involvement in the XC90 project at Volvo Cars
    Despite intense research since the 1970s on new product development (NPD), there is little evidence that R&D effectiveness has increased (Cooper, 1999). Among areas that are still problematic, the voice of the customer is neglected, especially in the early phases of product development. Consequently, NPD is often depicted as...
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  • Containing the nuclear past: The politics of history and heritage at the Hanford Plutonium Works
    “Organizational history” sits at the intersection of two potent sets of practices. The first practice involves procedures used by groups to select, interpret, and represent evidence for claims about the relationship between their past, present, and future. In this process, history is “organized”. In the second practice, formal corporate entities...
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  • Guiding innovation socially and cognitively: the innovation team model at Skanova Networks
    The history of innovation management is littered with analyses of the difficulties that are often confronted by large corporations with respect to fostering and managing innovation (Dougherty, 1992; Dougherty and Heller, 1994; Brown and Eisenhardt, 1995). It should come as no surprise therefore that there is also a burgeoning literature...
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  • Shapes of organizational change: the case of Heineken Inc.
    The intention of any organizational change is to move the organization from its current state to a more desirable state (Ragsdell, 2000). However, organizational change can be accomplished in several ways: either through radical change or through incremental change. We will look at the interaction between these two types of...
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  • Restructuring for agility at Volvo Car Technical Service (VCTS)
    In the last decade, the pressures for change on organizations have been more pronounced than ever. One of the more dominant of these pressures has been new technology, particularly information technology (IT) which has precipitated increasing globalisation of markets, deregulation of industries, and the rise of new organizational forms such...
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