Sustaining organisational change: Testing a provisional model in manufacturing companies

Marek Szwejczewski; Robert Lillis; Alberto Grando; Valeria Belvedere

Sustaining organisational change: Testing a provisional model in manufacturing companies

Marek Szwejczewski
, Robert Lillis
, Alberto Grando
, Valeria Belvedere

Research output: Chapter in Book/Report/Conference proceeding › Conference contribution

Abstract

This paper details a study into the major factors that help to sustain major manufacturing management change initiatives over a prolonged period. For organisations, it is a strategic imperative to maintain change and the associated performance improvements. Sustainability means that the new working practices and the improved performance persist for an appropriate time period. Unfortunately, the failure rate of change initiatives is high – 70 to 90 percent fail. While there are examples of failure, there are also some companies that have been able to successfully sustain the change - the question is what have been the factors behind their success?

Original language	English
Title of host publication	22nd Euroma Conference - Operations Management for Sustainable Competitiveness
Pages	1-10
Number of pages	10
Publication status	Published - 2015
Event	22nd EUROMA Conference - Operations Management for Sustainable Competitiveness - Neuchatel Duration: 26 Jun 2015 → 1 Jul 2015

Conference

Conference	22nd EUROMA Conference - Operations Management for Sustainable Competitiveness
City	Neuchatel
Period	26/6/15 → 1/7/15

Keywords

Management Change
Sustaining

Cite this

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title = "Sustaining organisational change: Testing a provisional model in manufacturing companies",

abstract = "This paper details a study into the major factors that help to sustain major manufacturing management change initiatives over a prolonged period. For organisations, it is a strategic imperative to maintain change and the associated performance improvements. Sustainability means that the new working practices and the improved performance persist for an appropriate time period. Unfortunately, the failure rate of change initiatives is high – 70 to 90 percent fail. While there are examples of failure, there are also some companies that have been able to successfully sustain the change - the question is what have been the factors behind their success?",

keywords = "Management Change, Sustaining, Management Change, Sustaining",

author = "Marek Szwejczewski and Robert Lillis and Alberto Grando and Valeria Belvedere",

year = "2015",

language = "English",

isbn = "978-2-9700901-2-0",

pages = "1--10",

booktitle = "22nd Euroma Conference - Operations Management for Sustainable Competitiveness",

note = "22nd EUROMA Conference - Operations Management for Sustainable Competitiveness ; Conference date: 26-06-2015 Through 01-07-2015",

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T1 - Sustaining organisational change: Testing a provisional model in manufacturing companies

AU - Szwejczewski, Marek

AU - Lillis, Robert

AU - Grando, Alberto

AU - Belvedere, Valeria

PY - 2015

Y1 - 2015

N2 - This paper details a study into the major factors that help to sustain major manufacturing management change initiatives over a prolonged period. For organisations, it is a strategic imperative to maintain change and the associated performance improvements. Sustainability means that the new working practices and the improved performance persist for an appropriate time period. Unfortunately, the failure rate of change initiatives is high – 70 to 90 percent fail. While there are examples of failure, there are also some companies that have been able to successfully sustain the change - the question is what have been the factors behind their success?

AB - This paper details a study into the major factors that help to sustain major manufacturing management change initiatives over a prolonged period. For organisations, it is a strategic imperative to maintain change and the associated performance improvements. Sustainability means that the new working practices and the improved performance persist for an appropriate time period. Unfortunately, the failure rate of change initiatives is high – 70 to 90 percent fail. While there are examples of failure, there are also some companies that have been able to successfully sustain the change - the question is what have been the factors behind their success?

KW - Management Change

KW - Sustaining

KW - Management Change

KW - Sustaining

UR - http://hdl.handle.net/10807/88280

M3 - Conference contribution

SN - 978-2-9700901-2-0

SP - 1

EP - 10

BT - 22nd Euroma Conference - Operations Management for Sustainable Competitiveness

T2 - 22nd EUROMA Conference - Operations Management for Sustainable Competitiveness

Y2 - 26 June 2015 through 1 July 2015

ER -

Sustaining organisational change: Testing a provisional model in manufacturing companies

Abstract

Conference

Keywords

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Cite this