Combining Planned and Emergent Change in a Healthcare Lean Transformation

References

• Bamford , D. and Forrester , P. 2003 . Managing planned and emergent change in an operations management environment . International Journal of Operations and Production Management , 23 ( 5 ) : 546 – 564 .
   Web of Science ®Google Scholar
• Burnes , B. 2004a . Managing Change , Harlow : Pearson Education .
   Google Scholar
• Burnes , B. 2004b . Emergent change and planned change—competitors or allies? . International Journal of Operations & Production Management , 24 ( 9 ) : 886 – 902 .
   Web of Science ®Google Scholar
• Dawson , P. 2003 . Understanding Organizational Change: The Contemporary Experience of People at Work , London : Sage Publications .
   Google Scholar
• Esain , A. 2004 . Proceedings of the EUPOMA Conference: Operations Management as a Change Agent , 479 – 488 . France : INSEAD .
   Google Scholar
• Hines , P. , Holweg , M. and Rich , N. 2004 . Learning to evolve: a review of contemporary Lean thinking . International Journal of Operations and Production Management , 24 ( 10 ) : 994 – 1011 .
   Web of Science ®Google Scholar
• Institute for Healthcare Improvement . 2005 . Going Lean in Health Care Cambridge, MA
   Google Scholar
• Lewin , K. 1951 . Field Theory in Social Science , New York : Harper Torchbooks .
   Google Scholar
• Maddock , S. 2002 . Making modernization work: new narratives, change strategies and people management in the public sector . The International Journal of Public Sector Management , 15 ( 1 ) : 13 – 43 .
   Google Scholar
• Massey , L. and Williams , S. 2005 . CANDO: Implementing change in an NHS trust . The International Journal of Public Sector Management , 18 ( 4 ) : 330 – 349 .
   Google Scholar
• Massey , L. and Williams , S. 2006 . Implementing change: the perspective of NHS change agents . The Leadership & Organization Development Journal , 27 ( 8 ) : 667 – 681 .
   Google Scholar
• Pettigrew , A. M. , Beer , M. and Nohria , N. 2000 . “ Linking change processes and outcomes: a commentary on Ghosal, Bartlett and Weick ” . In Breaking the Code of Change , Boston : Harvard Business School Press .
   Google Scholar
• Rich , N. , Bateman , N. , Esain , A. , Massey , L. and Samuel , D. 2006 . Lean Evolution: Lessons from the Workplace , Cambridge : Cambridge University Press .
   Google Scholar
• Rothwell , R. 1992 . Successful industrial innovation: critical success factors for the 1990s . R&D Management , 22 ( 3 ) : 221 – 239 .
   Web of Science ®Google Scholar
• Yin , R. K. 1994 . Case Study Research: Design and Methods , London : Sage Publications .
   Google Scholar
• Young , T. 2004 . Using industrial practices to improve patient care . British Medical Journal , 328 : 162 – 164 .
   PubMed Web of Science ®Google Scholar
• Womack , J. and Jones , D. 1996 . Lean Thinking , New York : Simon and Schuster .
   Google Scholar