Information versus inertia: a model for product change with low inertia
2005 (English)In: Systems research and behavioral science, ISSN 1092-7026, E-ISSN 1099-1743, Vol. 22, no 6, 547-560 p.Article in journal (Refereed) Published
The design of a new product is a result of the competence resource available to the company. Developing the competence resources is an organizational learning process going from the individual through the group level to the organization. If the competence resource reacts relatively slowly to meet requests in the demand from the company customers for changed knowledge in its products, it has a high inertia. Inertia comes from an unwillingness to learn new competences and is detrimental to the operative flexibility of the company. Managing the company for lowest possible inertia when dealing with a change in the product design requires managerial actions at all levels. Realizing the need for a strategic change in the competence resource, the management will take actions to start a learning process. By informing all levels about their vision for the change and by creating the enabling conditions for the learning process, they can decrease inertia. Starting a learning process requires management to provide concurrent information of different forms to suit each of the three systems levels. Each individual must be convinced of the reason for change of competence, and how it can be learned and composed to the desired product. This requires a good information structure and an existing culture of common terms and values.
Place, publisher, year, edition, pages
2005. Vol. 22, no 6, 547-560 p.
organizational learning;competence resource;information transfer;inertia;product development
Engineering and Technology
IdentifiersURN: urn:nbn:se:liu:diva-62864DOI: 10.1002/sres667OAI: oai:DiVA.org:liu-62864DiVA: diva2:374922