Processes, cohensiveness and flexibility

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Processes, cohensiveness and flexibility

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dc.contributor.author Beyer, Peter
dc.date.accessioned 2018-08-28T13:31:44Z
dc.date.available 2018-08-28T13:31:44Z
dc.date.issued 2018-08-28
dc.identifier.uri http://hdl.handle.net/10398/9665
dc.description.abstract The case is one of four cases of a phd. project. The project aims to explore how process work can be implemented so as to create ownership to solutions, and so it leads to organizational cohe-siveness and flexibility. The case is from 2006. The description is based on a series of qualitative interviews sup-ported by a review of organizational documents and followed by reflective workshops. The organization is a consulting firm. The case is process organizing introduced in order to delegate more decisions to employees. It has initially created energy and job satisfaction, but the result has been new demands to man-agement. The case shows that it is possible to create good organizational performance by combine process organization, transparency and self-management, but also that this makes special demands on leadership and organizational learning. en_US
dc.format.extent 41 en_US
dc.language eng en_US
dc.publisher Copenhagen Business School en_US
dc.relation.ispartofseries Case Devoteam Working paper;
dc.title Processes, cohensiveness and flexibility en_US
dc.type wp en_US
dc.contributor.corporation Copenhagen Business School. CBS en_US
dc.contributor.department Institut for Produktion og Erhvervsøkonomi en_US
dc.contributor.departmentshort PEØ en_US
dc.contributor.departmentuk Department of Operations Management en_US
dc.contributor.departmentukshort OM en_US
dc.publisher.city Frederiksberg en_US
dc.publisher.year 2010 en_US
dc.title.subtitle An empirical case study of a renewal process en_US


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