Combining Planned and Emergent Change in a Healthcare Lean Transformation

Ann Esain · Sharon Williams · Lynn Massey

93 citations0/0 files storedRePEc: Research Papers in Economics

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Organizational Change and Leadership Health Services Management and Policy Healthcare Quality and Management

Abstract

Drawing on empirical evidence gathered from a Lean program, focusing on 5S, being undertaken by a large NHS trust, this article considers how to effect change in public service organizations.

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1984Case Study Research: Design and Methods 1953Field Theory in Social Science 2004Learning to evolve 1992Managing Change 2003Understanding Organizational Change: The Contemporary Experience of People at Work 2004Emergent change and planned change – competitors or allies?2002Making modernisation work

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2011Continuous improvement and dynamic actor associations 2014Wider applications for Lean 2009A new horizon for organizational change and development scholarship: Connecting planned and emergent change 2013Strategic outsourcing: a lean tool of healthcare supply chain management 2012Lean Transformation: Organizational Performance Factors that Influence Firms’ Leanness 2019Lean Six Sigma in the public sector: yesterday, today and tomorrow 2011Lean thinking and its implications for public procurement: moving forward with assessment and implementation

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