By Magnus Lindskog.
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But when solutions are formulated and it is time to implement, the change leaders can approach this according to a circular logic by arranging opportunities for learning among the affected actors, thus giving these opportunities to develop mental models in accordance with those of the leaders. Regarding the relationship between the different models of change on the process dimension, and the content dimension, Carlsson (2000) writes: In the logistics literature the linear model has dominated. The empirical patterns however show that this model can only reproduce the mechanisms of marginal changes.
Nevertheless this is an interesting path to follow in the future. 43 Carlsson (2000) in fact identifies a need to develop theory on interorganisational change processes, why such a perspective of course would be interesting indeed; after all, which phenomenon or concept within the logistics realm is more interorganisational than TPL? The purpose of my research is however not primarily to develop new knowledge regarding logistics change in general, but to add a change process dimension to TPL knowledge.
This reasoning is in line with Mintzberg & Waters’ (1985) statement that intended strategies are not always realised, and that realised strategy might in fact be a post-formulation of emergent strategy. Formation Implementation Formation Formation Implementation Implementation Figure 6. The processual model assumes interdependence between formation and implementation. The phases may be temporally separated, or integrated, and implementation may precede formation. (Carlsson, 2000, p. 57 & pp. 75-76, translation from Swedish) The circular model differs from the other two, as change is not regarded as something separate from everyday life in the organisation.