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Organisational learning and innovation in the construction industry

Organisational learning and innovation in the construction industry The paper focuses on the contribution which adequate organisational learning and innovation can make to the enhancement, development and improvement of professional expertise in the construction domain. The paper, based on research undertaken within the European (fourth framework)‐funded CONDOR project, explores the role of evaluation in a business process re‐engineering initiative and its relationship with organisational learning and innovation. The paper presents the evaluation of the implementation of a business process re‐engineering project in three case studies in the construction industry. The implementation of the BPR project was based on an eight‐stage BPR methodology. The participating companies were asked to evaluate the implementation, describe the decisions made in order to adapt to the change process and analyse the potential benefits that they expect in terms of business performance improvement, organisational effectiveness and user acceptability. Finally, this paper discusses the evaluation results of the implementation of a business process re‐engineering model in three case studies in order to identify links with organisational learning and innovation. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Learning Organization Emerald Publishing

Organisational learning and innovation in the construction industry

The Learning Organization , Volume 7 (4): 11 – Oct 1, 2000

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Publisher
Emerald Publishing
Copyright
Copyright © 2000 MCB UP Ltd. All rights reserved.
ISSN
0969-6474
DOI
10.1108/09696470010342324
Publisher site
See Article on Publisher Site

Abstract

The paper focuses on the contribution which adequate organisational learning and innovation can make to the enhancement, development and improvement of professional expertise in the construction domain. The paper, based on research undertaken within the European (fourth framework)‐funded CONDOR project, explores the role of evaluation in a business process re‐engineering initiative and its relationship with organisational learning and innovation. The paper presents the evaluation of the implementation of a business process re‐engineering project in three case studies in the construction industry. The implementation of the BPR project was based on an eight‐stage BPR methodology. The participating companies were asked to evaluate the implementation, describe the decisions made in order to adapt to the change process and analyse the potential benefits that they expect in terms of business performance improvement, organisational effectiveness and user acceptability. Finally, this paper discusses the evaluation results of the implementation of a business process re‐engineering model in three case studies in order to identify links with organisational learning and innovation.

Journal

The Learning OrganizationEmerald Publishing

Published: Oct 1, 2000

Keywords: Business process re‐engineering; Evaluation; Organizational learning; Organizational change; Innovation

References