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The adoption of lean principles to reduce resistance to change in transforming a shipyard.

A Shipyard is trying to change, but facing employee Resistance to Change (RTC). Resistance is attributed to the dysfunctional organizational context in the form of technical and political/structural issues giving rise to non-conformance behaviour. An action research was conducted with the author as...

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Main Authors: Yushak, Mohamed Shamaun, Dollah, Rozzeta, Abu Bakar, Nooh
Format: Article
Language:English
Published: Institute for Management and Business Research (IMBRe), Universiti Utara Malaysia 2016
Subjects:
HB Economic Theory
Online Access:http://repo.uum.edu.my/25868/1/105-122.pdf
http://repo.uum.edu.my/25868/
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spelling my.uum.repo.258682019-04-06T23:02:45Z http://repo.uum.edu.my/25868/ The adoption of lean principles to reduce resistance to change in transforming a shipyard. Yushak, Mohamed Shamaun Dollah, Rozzeta Abu Bakar, Nooh HB Economic Theory A Shipyard is trying to change, but facing employee Resistance to Change (RTC). Resistance is attributed to the dysfunctional organizational context in the form of technical and political/structural issues giving rise to non-conformance behaviour. An action research was conducted with the author as a participant researcher to understand and identify the underlying behaviour of the employees. Lean production was used as an intervention to re-couple tasks to behavioural elements. Resistance is due to incoherency of a person’s belief in established standards, giving rise to cognitive dissonance. Lean principles reduces dissonance, creating psychological flow in the workforce and the momentum for change. As a result, the shipyard managed to recovered the delay of a ship and delivered it on-time, with cost avoidance of RM63 million in liquidated damage. The Shipyard also managed to reduce the average delay for ships undergoing repair to 6 months, compared to previous average delay of 17 months. This research was a collaboration between the employees and the researcher to identify the source of RTC. The outcome is both, insightful in creating change and contribution to knowledge. The significance of this study is the realization of how individuals and groups’ past behaviour can subconsciously challenge the existence of the organization and better methods. The study provides an exploratory model on the workings of human behavioural elements in Lean production. The knowledge of how the researcher gained utility from resistance and mediate through the application of these techniques would be of considerable benefit to leaders of change management. Institute for Management and Business Research (IMBRe), Universiti Utara Malaysia 2016 Article PeerReviewed application/pdf en http://repo.uum.edu.my/25868/1/105-122.pdf Yushak, Mohamed Shamaun and Dollah, Rozzeta and Abu Bakar, Nooh (2016) The adoption of lean principles to reduce resistance to change in transforming a shipyard. Journal of Business Management and Accounting (JBMA), 6 (2). pp. 105-122. ISSN 2231-9298
institution Universiti Utara Malaysia
building UUM Library
collection Institutional Repository
continent Asia
country Malaysia
content_provider Universiti Utara Malaysia
content_source UUM Institutionali Repository
url_provider http://repo.uum.edu.my/
language English
topic HB Economic Theory
spellingShingle HB Economic Theory
Yushak, Mohamed Shamaun
Dollah, Rozzeta
Abu Bakar, Nooh
The adoption of lean principles to reduce resistance to change in transforming a shipyard.
description A Shipyard is trying to change, but facing employee Resistance to Change (RTC). Resistance is attributed to the dysfunctional organizational context in the form of technical and political/structural issues giving rise to non-conformance behaviour. An action research was conducted with the author as a participant researcher to understand and identify the underlying behaviour of the employees. Lean production was used as an intervention to re-couple tasks to behavioural elements. Resistance is due to incoherency of a person’s belief in established standards, giving rise to cognitive dissonance. Lean principles reduces dissonance, creating psychological flow in the workforce and the momentum for change. As a result, the shipyard managed to recovered the delay of a ship and delivered it on-time, with cost avoidance of RM63 million in liquidated damage. The Shipyard also managed to reduce the average delay for ships undergoing repair to 6 months, compared to previous average delay of 17 months. This research was a collaboration between the employees and the researcher to identify the source of RTC. The outcome is both, insightful in creating change and contribution to knowledge. The significance of this study is the realization of how individuals and groups’ past behaviour can subconsciously challenge the existence of the organization and better methods. The study provides an exploratory model on the workings of human behavioural elements in Lean production. The knowledge of how the researcher gained utility from resistance and mediate through the application of these techniques would be of considerable benefit to leaders of change management.
format Article
author Yushak, Mohamed Shamaun
Dollah, Rozzeta
Abu Bakar, Nooh
author_facet Yushak, Mohamed Shamaun
Dollah, Rozzeta
Abu Bakar, Nooh
author_sort Yushak, Mohamed Shamaun
title The adoption of lean principles to reduce resistance to change in transforming a shipyard.
title_short The adoption of lean principles to reduce resistance to change in transforming a shipyard.
title_full The adoption of lean principles to reduce resistance to change in transforming a shipyard.
title_fullStr The adoption of lean principles to reduce resistance to change in transforming a shipyard.
title_full_unstemmed The adoption of lean principles to reduce resistance to change in transforming a shipyard.
title_sort adoption of lean principles to reduce resistance to change in transforming a shipyard.
publisher Institute for Management and Business Research (IMBRe), Universiti Utara Malaysia
publishDate 2016
url http://repo.uum.edu.my/25868/1/105-122.pdf
http://repo.uum.edu.my/25868/
_version_ 1644284448605208576
score 13.211869

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