Autori
Trento, SandroGaio, LorisZamarian, MarcoTitolo
How to start a revolution: organizational changes and lean system at the FCA Pomigliano plantPeriodico
SinergieAnno:
2018 - Volume:
36 - Fascicolo:
105 - Pagina iniziale:
159 - Pagina finale:
178Purpose of the paper: The study has two goals: first, we highlight the inadequacy of mainstream change management models to fully explain complex change interventions; secondly, we juxtapose WCM (World Clan Manufacturing) and change management and propose a framework that integrates elements of emergent change models with the so-called planned change models, in the light of evidence collected from a WCM reorganization in the FCA Plant in Pomigliano.
Methodology: We perform an inductive case study of how the Fiat-Chrysler Automotive (FCA) group managed change at its Pomigliano plant from three sources-archived data, direct interviews of FCA managers and employees, and field observations of the production plant.
Results: The study demonstrates a new model of organizational change characterized by diffuse processes, activated by the hybrid choices between
organizational design and emergence.
Research Limitation: The analysis is limited to the case in point, even though highly representative in terms of the themes addressed in the paper.
Managerial implications: Two main normative implications emerge from this work: first, seeding methods centered on agents of change represent a viable alternative to traditional triggering methods; and second, the involvement of all personnel is very important in both the design and the implementation of change.
Originality of the paper: Our proposed analytical framework allows for the identification of a hybrid model for conducting organizational change that integrates several of the existing prevailing models.
SICI: 0393-5108(2018)36:105<159:HTSARO>2.0.ZU;2-D
Testo completo:
https://ojs.sijm.it/index.php/sinergie/article/view/234/21Esportazione dati in Refworks (solo per utenti abilitati)
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