Do it again: revitalizing an organization concept

Abstract

Purpose By exploring the process of concept revitalization, this paper contributes to a better understanding of the intraorganizational retention of organization concepts. Concept revitalization occurs when an organization refocuses attention and resources toward a previously adopted organization concept. This paper investigates why and how organization concepts are revitalized.

Design/methodology/approach The findings are based on a case study of a Norwegian energy company's revitalization of the organization concept “lean”, whose initial implementation had been unsuccessful. The data were analyzed inductively by identifying how the concept was reframed during the second attempt and how the revitalization was justified.

Findings In the case company, the revitalization was driven by (1) replacing the original label, (2) maintaining the original content in a slightly modified form and (3) altering the implementation mode. The changes were supported by a narrative of past shortcomings, lessons learned and a plan for future success, authored by internal experts in lean with a strong interest in ensuring positive results.

Research limitations/implications Concept revitalization implies that there is more continuity in the application of ideas than is suggested in the literature on management fashions.

Originality/value So far, the retention of organization concepts has only been studied at the field level. This study is the first to offer an empirically grounded understanding of intraorganizational concept revitalization.