CHANGE MANAGEMENT

Change Management

Table of Contents

Chapter One: Introduction4

Introduction4

Theoretical development and hypotheses5

Organization technologies6

Advanced Aluminum Can manufacturing technologies (AMT)8

Competent workers10

OT moderating the relationship between AMT and performance11

CW moderating the relationship between MT and performance13

Chapter Two: Literature Review15

Early Moral Drivers of Corporate Environmentalism18

The Changing Legal Environment20

Corporate Change Management in Cane Manufacturing Evolves23

Sustainability and Social Responsibility28

A Model for Environmental Change: Overcoming the Green Wall31

The Environmental Change Agent38

Institutionalizing Business Environmentalism: Anchoring the Change43

Chapter Three: Methodology48

Method48

Measuring Aluminum Can manufacturing performance49

Measuring the adoption of OT and AMT50

Measuring staffing with CW51

Chapter Four: Results, findings and discussion53

Results53

Discussion57

Chapter Five: Conclusion and recommendations60

Implications of the study60

Limitations of the study61

References63

Appendix75

Table 1: Two broad dimensions of manufacturing performance75

Table 2: Two manufacturing technologies75

Table 3: Competent workers75

Table 4: Means and Pearson correlations for measures in study76

Table 5: Testing hypotheses: MT, CW and manufacturing effectiveness76

Table 6: Testing hypotheses: MT, CW and manufacturing flexibility77

Chapter One: Introduction

Introduction

Some firms expect to improve Aluminum Can manufacturing performance by adopting the following Aluminum Can manufacturing technologies (MT): total quality management (TQM), just-in-time (JIT) inventory control, and advanced Aluminum Can manufacturing technologies (AMT). These firms have been referred to as using integrated Aluminum Can manufacturing (Challis et al., 2002, 2005; Dean and Snell, 1991, 1996). While firms adopting any of these MT expect to improve Aluminum Can manufacturing performance, firms adopting all these MT expect to further improve Aluminum Can manufacturing performance (Liker and Morgan, 2006; Patterson et al., 2004; Roberts, 2004). In addition, these firms expect to achieve additional gains in Aluminum Can manufacturing performance by staffing with competent workers (CW) (Patterson et al., 2004; Shah and Ward, 2003; Womack et al., 1991).

Thus, the following is an important question: what is the extent to which firms adopting these MT and staffing with CW increase Aluminum Can manufacturing performance? The purpose of this study is to search for an answer to this question. There are differences between most previous studies searching for such an answer and this study. This study is concerned with understanding the extent to which firms adopting organization technologies (OT), rather than TQM and JIT as separate technologies, increase Aluminum Can manufacturing performance. This study is concerned with OT, because TQM and JIT are conceptually close, indicators of TQM and JIT have been found to load on the same empirical factor (Henderson et al., 2004), and OT are conceptually different from AMT (which are engineering technologies). This study is also concerned with understanding the extent to which firms staffing with CW, rather than using bundles of human resource management (HRM) practices conducive to staffing with CW, increase Aluminum Can manufacturing performance. Finally, this study is concerned with exploring the extent to which firms adopting OT and AMT and staffing with CW increase Aluminum Can manufacturing performance through both additive and synergistic effects.

The remainder of this paper is divided into sections. Section 2 includes a literature review and proposes research hypotheses. Section 3 describes the methodology used to test the hypotheses. Section 4 shows the test results. Section 5 discusses the results. Section 6 suggests implications from the ...