The Impact of Path Dependencies on Lean Implementation Within a Construction Company
2010
Download PDFDOI: https://doi.org/10.60164/d0a3a6b2d
Authors: Nicola Morrey, Christine Pasquire, Andrew Dainty
Citation:
Morrey, N., Pasquire, C., & Dainty, A. (2010). The Impact of Path Dependencies on Lean Implementation Within a Construction Company. Lean Construction Journal 2010 pp 86-96.
Abstract:
Hypotheses: The hypothesis under consideration is that path dependencies can influence the implementation of lean and enactment of that strategy in practice. Purpose: The effect path dependency has on a lean implementation is being investigated using a major UK construction company as a case study. This paper describes the nature of the issues arising from path dependency and presents the preliminary findings.
Research Design/Method: A literature review on path dependency has been carried out, with emphasis on finding literature concerned with path dependencies in the context of implementing change. Findings: The paper finds that many elements that are required to implement and embed a lean culture are path dependent.
Limitations: The findings from the literature review are not limited to a particular
company or industry, and so the findings concerning elements that can influence change being path dependent have a wide relevance.
Implications: The implication for industry is that history matters, and that it is necessary to understand the past and the path dependencies in existence within a business in order to change the future. Value for practitioners: A study of path dependencies could be considered to be a form of root cause analysis of barriers and/or enablers for change within the business. It is suggested that other practitioners could carry out a study of the path dependencies that exist within their business in order that any lean implementation/change program can be tailored to either overcome or capitalize upon these dependencies and to ensure that the change program will be fully realized and sustainable.