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A generic model for creating organizational change and innovation in the building process

A generic model for creating organizational change and innovation in the building process Building on the empirical work of a doctoral dissertation on change management in the Norwegian building industry, this paper provides the outline of a generic innovation model for creating innovation and increased productivity in building projects. Central to this innovation model is the necessity for participative visualization of a common frame of reference. This is a shared understanding visualized as a joint enterprise image of the whole of the parts and the relationships of actual collective work practice integrating the planning and construction part of the building process as a whole. The model consists of three necessary arenas for knowledge development, being identified as “collective knowing”: “relational knowledge”, and “knowing how”. The paper concludes that the knowledge content of each arena continuously relates to one another in a dynamic and interdependent way constituting an actionable and generic model for innovation and productivity in the building process. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Facilities Emerald Publishing

A generic model for creating organizational change and innovation in the building process

Torbjørn Korsvold; Lone Sletbakk Ramstad
Facilities , Volume 22 (11/12): 8 – Sep 1, 2004
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Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
0263-2772
DOI
10.1108/02632770410561303
Publisher site
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Abstract

Building on the empirical work of a doctoral dissertation on change management in the Norwegian building industry, this paper provides the outline of a generic innovation model for creating innovation and increased productivity in building projects. Central to this innovation model is the necessity for participative visualization of a common frame of reference. This is a shared understanding visualized as a joint enterprise image of the whole of the parts and the relationships of actual collective work practice integrating the planning and construction part of the building process as a whole. The model consists of three necessary arenas for knowledge development, being identified as “collective knowing”: “relational knowledge”, and “knowing how”. The paper concludes that the knowledge content of each arena continuously relates to one another in a dynamic and interdependent way constituting an actionable and generic model for innovation and productivity in the building process.

Journal

Facilities – Emerald Publishing

Published: Sep 1, 2004

Keywords: Innovation; Organizational change; Buildings; Construction operations; Norway

References

  • Teoretisk analyse av byggeprosesser
    Eikeland, P.
  • The Modeling Conference – Participation and Visualization for a Process Oriented Intranet
    Gjersvik, R.
  • Knowledge Management through Information Technology
    Gottschalk, P.
  • Creating organizational change and innovation: an action research oriented study of participative organizational change and innovation in the Norwegian AEC industry
    Korsvold, T.
  • Bruk av en samspill‐metode i Veidekkes byggeprosjekter – En praktisk metode for bedre samhandling i byggeprosessen
    Korsvold, T.; Ramstad, L.S.
  • Enabling Knowledge Creation: How to Unlock the Mystery of Tacit Knowledge and Release the Power of Innovation
    Krogh, G.; von, Ichijo, K.; Nonaka, I.
  • Managing Industrial Knowledge: New Perspectives on Knowledge‐based Firms
    Nonaka, I.; Teece, D.J.