Organisational learning and innovation in the construction industry
By: VAKOLA,Maria
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Contributor(s): RESGUI, Yacine.
Material type: 
ArticlePublisher: West Yorkshire, England : MCB University Press, 2000Subject(s): Business process reengineering | Evaluation | Innovation | Organizational change | Organizational learningThe Learning Organization : an international journal 7, 3 and 4, p. 174-183Abstract: The paper focuses on the contribution which adequate organisational learning and innovation can make to the enhancement, development and improvement of professional expertise in the construction domain. The paper, based on research undertaken within the European (fourth framework)-funded CONDOR project, explores the role of evaluation in a business process re-engineering initiative and its relationship with organisational learning and innovation. The paper presents the evaluation of the implementation of a business process re-engineering project in three case studies in the construction industry. The implementation of the BPR project was based on an eight-stage BPR methodology. The participating companies were asked to evaluate the implementation, describe the decisions made in order to adapt to the change process and analyse the potential benefits that they expect in terms of business performance improvement, organisational effectiveness and user acceptability. Finally, this paper discusses the evaluation results of the implementation of a business process re-engineering model in three case studies in order to identify links with organisational learning and innovation
The paper focuses on the contribution which adequate organisational learning and innovation can make to the enhancement, development and improvement of professional expertise in the construction domain. The paper, based on research undertaken within the European (fourth framework)-funded CONDOR project, explores the role of evaluation in a business process re-engineering initiative and its relationship with organisational learning and innovation. The paper presents the evaluation of the implementation of a business process re-engineering project in three case studies in the construction industry. The implementation of the BPR project was based on an eight-stage BPR methodology. The participating companies were asked to evaluate the implementation, describe the decisions made in order to adapt to the change process and analyse the potential benefits that they expect in terms of business performance improvement, organisational effectiveness and user acceptability. Finally, this paper discusses the evaluation results of the implementation of a business process re-engineering model in three case studies in order to identify links with organisational learning and innovation
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