Journal
INTERNATIONAL JOURNAL OF PRODUCTION RESEARCH
Volume 47, Issue 18, Pages 5237-5243Publisher
TAYLOR & FRANCIS LTD
DOI: 10.1080/00207540802070959
Keywords
organisation concepts; self-managing teams; human factors; work organisation; lean manufacturing; teamwork; world class manufacturing; management fashion
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Engineers contribute to the constant flow of new tools and organisation concepts. These tend to be presented as solutions to existing organisational problems. These solutions may become problems themselves, however. We present a longitudinal case of how a truck manufacturer struggled with various similar and dissimilar concepts in realising organisational changes. Whilst it may seem idiosyncratic, the company's struggles are probably typical for organisational change praxis. Reflecting on the case, we present a model to help practitioners reflect on their use of concepts and tools (thereby arguably contributing to the issue we signal).
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