Self-Design for High Involvement

A Large-Scale Organizational Change

Datos Bibliográficos

ID9890348
AutoresGerald E Ledford (University of Southern California, autor de correspondencia), Susan Albers Mohrman (University of Southern California)
Año1993
Volumen46
Número2
Páginas143-173
Fecha de publicación1993-02-01
Peer ReviewedSí
Open AccessSí
TipoARTICLE
RevistaHuman Relations (JOURNAL)
Identificadores de la revistaISSN: 0018-7267 • E-ISSN: 1741-282X
EditorialSAGE Publications (PUBLISHER • US)
DOI10.1177/001872679304600202
OpenAlexW2097228683
IdiomaEN
Citas recibidas4
Referencias citadas15

We present a case study of a 5-year action research project in a 12-plant division of a multi-billion dollar firm. The division is attempting to design new plants and re-design all established plants as high involvement, high performance work systems (Lawler, 1986). The design process is based on a self-design learning model (Mohrman & Cummings, 1989). The history of the change process and data about its effects are reported. We review in detail how the self-design learning system is shaped by the nature of change in a large, multi-level, multi-site organization. We also consider the unusual role of the action researcher in large-scale change

Action (physics · Business · Design History · Division (mathematics · Economics · Geography · Knowledge management · Liberian dollar · Management · Organizational change · Political science · Process (computing · Process management · Public relations · Scale (ratio · Work (physics · Complex Systems and Decision Making · Computer Science · Engineering · Information Systems Theories and Implementation · Management and Organizational Studies · Psychology