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Revisiting management innovation and change programmes: strategic vision or tunnel vision?

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  • Currie, W. L.

Abstract

The information systems (IS) and management literature, broadly conceived, is replete with management innovation and change programmes. All are designed to enhance business performance and competitive advantage. This paper examines five approaches which have been developed in the post-war period to improve business performance. They are Total Quality Management (TQM), Just-In-Time production management (JIT), Activity Based Costing (ABC), Business Process Re-engineering (BPR), and Process Innovation. By comparing and contrasting these approaches, it is found that considerable overlap exists in their scope, style, content, aims and objectives. In view of this, the paper argues that instead of re-inventing the wheel every few years with a new management innovation and change panacea or fad, a broader, inter-disciplinary perspective should be adopted which seeks to understand the wider ideological, historical and empirical perspective which underpins these ideas. This is instead of the tunnel vision approach which seeks only to place these ideas in a narrow organisational or managerial context.

Suggested Citation

  • Currie, W. L., 1999. "Revisiting management innovation and change programmes: strategic vision or tunnel vision?," Omega, Elsevier, vol. 27(6), pages 647-660, December.
    • Handle: RePEc:eee:jomega:v:27:y:1999:i:6:p:647-660
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    References listed on IDEAS

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    1. Hammer, Michael & Champy, James, 1993. "Reengineering the corporation: A manifesto for business revolution," Business Horizons, Elsevier, vol. 36(5), pages 90-91.
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    Cited by:

    1. Linder, Christian, 2019. "Customer orientation and operations: The role of manufacturing capabilities in small- and medium-sized enterprises," International Journal of Production Economics, Elsevier, vol. 216(C), pages 105-117.
    2. Maria Rosário Moreira & Rui Alves, 2006. "How far from Just-in-time are Portuguese firms? A survey of its progress and perception," FEP Working Papers 215, Universidade do Porto, Faculdade de Economia do Porto.
    3. Sébastien Damart & Albert David & Milena Klasing Chen & Dominique Laousse, 2018. "Turning managers into management designers: an experiment," Post-Print hal-01894955, HAL.
    4. Miguel Soberón & Teresa Sánchez-Chaparro & Julia Urquijo & David Pereira, 2020. "Introducing an Organizational Perspective in SDG Implementation in the Public Sector in Spain: The Case of the Former Ministry of Agriculture, Fisheries, Food and Environment," Sustainability, MDPI, vol. 12(23), pages 1-20, November.
    5. George Joseph & Asha George, 2007. "A framework to integrate the enterprise domain ontology and organizational change application domain," Accounting Research Journal, Emerald Group Publishing, vol. 15(2), pages 3-23, June.
    6. Sonia Adam-Ledunois & Sébastien Damart, 2016. "Innovation managériale… ou pas ? Design d'une méthodologie d'analyse critique des objets de management," Post-Print hal-01780623, HAL.
    7. Sébastien Damart & Albert David & Milena Klasing Chen & Dominique Laousse, 2018. "Turning managers into management designers : an experiment," Post-Print hal-01921127, HAL.
    8. Zabala Iturriagagoitia, Jon Mikel, 2012. "Technology Outlook as a tool for the management of innovation," Cuadernos de Gestión, Universidad del País Vasco - Instituto de Economía Aplicada a la Empresa (IEAE).

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