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|Title: ||Path dependency to path creation: enabling strategic lean implementation|
|Authors: ||Morrey, Nicola|
Pasquire, Christine L.
Thomson, Derek S.
Dainty, Andrew R.J.
Root cause analysis
|Issue Date: ||2012|
|Publisher: ||Montezume Publishing|
|Citation: ||MORREY, N. ... et al, 2012. Path dependency to path creation: enabling strategic lean implementation. Proceedings of IGLC20: 20th Annual Conference of the International Group on Lean Construction : Are We Near a Tipping Point? 18th-20th July 2012, San Diego, USA. Montezume Publishing, pp. 241 - 250|
|Abstract: ||those changes are driven by external forces such as market conditions or client
demands, or are instigated by the business itself. However, path dependencies exist
within businesses that entrench ways of working which can influence their ability to
respond to change.
Path dependency refers to the idea that events and decisions that have taken place
in the past continue to influence current decisions and ways of working. This paper
proposes that path dependencies inhibit lean change and that only when they are
identified and understood can they be overcome, enabling new paths to be created
and organisational lean strategies to be implemented effectively in practice.
Building on Morrey et al (2010), the paper describes action research carried out in
a case study company which evidences that path dependencies have inhibited the
implementation of their lean strategy. These path dependencies are identified
therefore as either enablers or barriers to lean change.
It therefore follows that lean strategies cannot be implemented effectively unless
these path dependencies are understood and accounted for, and that taking account of
path dependencies needs to be foregrounded in the lean debate. Had these path
dependencies been understood at the time of the implementing the lean strategies,
rather than retrospectively in order to understand why they had not played out in
practice as planned, the lean strategies could have accounted for these entrenched
ways of working and been more effective.
Further to this, the paper suggests that it is only when path dependencies are
understood that path dependencies can be overcome/capitalised upon, or new paths
can be created. Proposals to overcome and capitalise upon the path dependencies
uncovered in the case study company are discussed, with acknowledgement that these
new paths could become the path dependencies of the future!|
|Description: ||This conference paper is closed access.|
|Appears in Collections:||Closed Access (Architecture, Building and Civil Engineering)|
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