Title: Innovation, improvement and operations: an exploration of the management of alignment

Authors: Jan de Leede, Jan C. Looise, Ben C.M. Alders

Addresses: Faculty of Technology & Management, University of Twente, PO Box 217, 7500 AE Enschede, The Netherlands. Faculty of Technology & Management, University of Twente, PO Box 217, 7500 AE Enschede, The Netherlands. Faculty of Technology & Management, University of Twente, PO Box 217, 7500 AE Enschede, The Netherlands

Abstract: Based on the assumption that the three functions of operations, improvement and innovation within companies need to be aligned to improve company performance, this article addresses two internal alignment mechanisms structural and social-dynamic alignment. A survey of 267 companies confirms that successful companies use non-functional organisational structures to align the three functions. Case studies of three firms suggest that alignment can be characterised as exchange relationships between people representing the three functions. They show in more detail how alignment can be achieved. It appears that both structural and social-dynamic aspects, such as power and trust, play a significant role.

Keywords: operations; improvement; innovation; structural and social-dynamic alignment; non-functional structures; survey; case study.

DOI: 10.1504/IJTM.2002.003015

International Journal of Technology Management, 2002 Vol.23 No.4, pp.353-368

Published online: 09 Jul 2003 *

Full-text access for editors Full-text access for subscribers Purchase this article Comment on this article