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Self-Design for High Involvement: A Large-Scale Organizational Change

Center for Effective Organizations, Graduate School of Business Administration, University of Southern California, 3500 S. Figueroa, Suite 208, Los Angeles, CA 90089-1421.

Susan Albers Mohrman

Center for Effective Organizations, Graduate School of Business Administration, University of Southern California, Los Angeles, CA 90089-1421.

We present a case study of a 5-year action research project in a 12-plant division of a multi-billion dollar firm. The division is attempting to design new plants and re-design all established plants as high involvement, high performance work systems (Lawler, 1986). The design process is based on a self-design learning model (Mohrman & Cummings, 1989). The history of the change process and data about its effects are reported. We review in detail how the self-design learning system is shaped by the nature of change in a large, multi-level, multi-site organization. We also consider the unusual role of the action researcher in large-scale change.

Key Words: action research • large-scale change • self-design • employee involvement

Human Relations, Vol. 46, No. 2, 143-173 (1993)
DOI: 10.1177/001872679304600202


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