The reflective frame

Author: French, Steven

Source: The Journal of Management Development, Volume 28, Number 3, 2009 , pp. 267-280(14)

Publisher: Emerald Group Publishing Limited

Buy & download fulltext article:

Price: $38.00 plus tax (Refund Policy)

Abstract:

Purpose - To implement the concepts developed in this action research (AR) programme in a single company and monitor the results. Design/methodology/approach - In this paper the ideas canvassed in earlier papers regarding the inductive frame and the deductive frame are applied to a single firm and the response is observed over a period of three years. The CMS concept of a change in management style - from a modernist, traditional hands-on, hierarchical manager/subordinate style, to a more inclusive, self-management style is introduced Findings - The tangible benefits that have been observed in the subject company over a period of three years are described. The strategic thinking process led to a change in company culture, which has resulted in many benefits deriving from significant productivity gains. Financial performance and employee productivity have improved significantly. AR as a philosophy for change and CMS as an epistemological paradigm, which underlies the core philosophies for the business, are now part of the long-term culture of the firm and it is expected that the AR process will continue indefinitely. Practical implications - Significant improvements in productivity and profitability have been observed. Sickness and accident leave have also been reduced and a positive culture of self-responsibility is apparent. Originality/value - This small business has demonstrated many improvements and it is probable that other businesses would also enjoy the benefits of implementing this strategic process.

Keywords: Action research; Empowerment; Management styles; Organizational culture; Small enterprises; Strategic planning

Document Type: Research article

DOI: http://dx.doi.org/10.1108/02621710910939631

Publication date: 2009-03-20