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Operationalizing the concept of value - an action research-based model

Näslund, Dag LU ; Olsson, Annika LU and Karlsson, Sture (2006) In Learning Organization 13(3). p.300-332
Abstract
Abstract: Purpose – While the importance of measuring customer satisfaction levels is well established, less research exists on how organizations operationalize such knowledge. The purpose of this paper is to describe an action research (AR) case study resulting in a workshop model to operationalize the concept of value. The model facilitates organizational learning and mindset changes in order to remove both cultural and structural barriers to change.

Design/methodology/approach – The model is based on AR in three case organizations. The research, over four years in the primary case organization, included phases of planning, action (implementing), observing (evaluating), and analysis and reflection as a basis for new planning... (More)
Abstract: Purpose – While the importance of measuring customer satisfaction levels is well established, less research exists on how organizations operationalize such knowledge. The purpose of this paper is to describe an action research (AR) case study resulting in a workshop model to operationalize the concept of value. The model facilitates organizational learning and mindset changes in order to remove both cultural and structural barriers to change.

Design/methodology/approach – The model is based on AR in three case organizations. The research, over four years in the primary case organization, included phases of planning, action (implementing), observing (evaluating), and analysis and reflection as a basis for new planning and action. By using secondary case organizations the results and methods from the primary case organization were validated and further developed.

Findings – The model includes methods to help organizations understand and define what customer value is for any given specific organization, tools to change the employee outlook from a functional/feature oriented mindset into a process/values oriented mindset, and tools to help organizations design and manage the value-adding core processes. The results after implementation clearly indicate that cutting costs and eliminating waste does not necessarily mean that the processes will be less effective. On the contrary, customers are significantly more satisfied than before while the processes cost less and take less time. Furthermore, throughout the project, the employee satisfaction index improved.

Originality/value – The model presented expands the steps of understanding, creating and delivering value by changing internal processes and employee mindsets. (Less)
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author
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organization
publishing date
type
Contribution to journal
publication status
published
subject
keywords
Action research, Learning organization, Value added, packaging, logistics, packaging logistics
in
Learning Organization
volume
13
issue
3
pages
300 - 332
publisher
Emerald Group Publishing Limited
external identifiers
  • scopus:33646066264
ISSN
0969-6474
DOI
10.1108/09696470610661135
language
English
LU publication?
yes
id
d435db55-cca3-4ef2-aa20-7824b3471f0b (old id 167920)
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http://www.emeraldinsight.com/Insight/viewContentItem.do?contentType=Article&contentId=1550657
date added to LUP
2016-04-01 15:50:30
date last changed
2020-04-15 02:19:40
@article{d435db55-cca3-4ef2-aa20-7824b3471f0b,
  abstract     = {Abstract: Purpose – While the importance of measuring customer satisfaction levels is well established, less research exists on how organizations operationalize such knowledge. The purpose of this paper is to describe an action research (AR) case study resulting in a workshop model to operationalize the concept of value. The model facilitates organizational learning and mindset changes in order to remove both cultural and structural barriers to change. <br/><br>
Design/methodology/approach – The model is based on AR in three case organizations. The research, over four years in the primary case organization, included phases of planning, action (implementing), observing (evaluating), and analysis and reflection as a basis for new planning and action. By using secondary case organizations the results and methods from the primary case organization were validated and further developed. <br/><br>
Findings – The model includes methods to help organizations understand and define what customer value is for any given specific organization, tools to change the employee outlook from a functional/feature oriented mindset into a process/values oriented mindset, and tools to help organizations design and manage the value-adding core processes. The results after implementation clearly indicate that cutting costs and eliminating waste does not necessarily mean that the processes will be less effective. On the contrary, customers are significantly more satisfied than before while the processes cost less and take less time. Furthermore, throughout the project, the employee satisfaction index improved. <br/><br>
Originality/value – The model presented expands the steps of understanding, creating and delivering value by changing internal processes and employee mindsets.},
  author       = {Näslund, Dag and Olsson, Annika and Karlsson, Sture},
  issn         = {0969-6474},
  language     = {eng},
  number       = {3},
  pages        = {300--332},
  publisher    = {Emerald Group Publishing Limited},
  series       = {Learning Organization},
  title        = {Operationalizing the concept of value - an action research-based model},
  url          = {https://lup.lub.lu.se/search/ws/files/4488754/2520948.pdf},
  doi          = {10.1108/09696470610661135},
  volume       = {13},
  year         = {2006},
}