The case is one of four cases of a phd. project. The project aims to explore how process work can be implemented so as to create ownership to solutions, and so it leads to organizational cohe-siveness and flexibility. The case is from 2006. The description is based on a series of qualitative interviews sup-ported by a review of organizational documents and followed by reflective workshops. The organization is a consulting firm. The case is process organizing introduced in order to delegate more decisions to employees. It has initially created energy and job satisfaction, but the result has been new demands to man-agement. The case shows that it is possible to create good organizational performance by combine process organization, transparency and self-management, but also that this makes special demands on leadership and organizational learning.
|Place of Publication
|Copenhagen Business School [wp]
|Number of pages
|Published - 2010