Working Paper
Self-Design for High Involvement: A Large-Scale Organizational Change
A five-year action research case study examines changes in a 12-plant division of a multi-billion dollar firm. The division is attempting to design new plans and redesign established plants as high involvement, high performance work systems. The design process is based on a self-design learning model. The history of the change process and data about its effects are reported. We review how the self-design learning system is shaped by the nature of change is a large, multi-level, multi-site organization. We also consider the unusual role of the action researcher in large-scale change.
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Topics
change management, Cohen Award, corporate governance, Department of Energy, HR metrics, human capital, human resource management, knowledge networks, leadership, leadership pulse, news, organization design, organization development, seminar, sustainability, talent, talent management, teams, useful research, webinar
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