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Best practice interventions: Short‐term impact and long‐term outcomes
Author(s) -
Done Adrian,
Voss Chris,
Rytter Niels Gorm
Publication year - 2011
Publication title -
journal of operations management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 3.649
H-Index - 191
eISSN - 1873-1317
pISSN - 0272-6963
DOI - 10.1016/j.jom.2010.11.007
Subject(s) - term (time) , context (archaeology) , psychological intervention , business , process management , empirical research , resource (disambiguation) , intervention (counseling) , best practice , computer science , knowledge management , marketing , operations management , risk analysis (engineering) , psychology , management , economics , paleontology , computer network , philosophy , physics , epistemology , quantum mechanics , psychiatry , biology
Abstract This paper uses empirical field research to examine whether short‐term best practice interventions (BPIs) can lead to improvements that are sustained in the long term. In addition, this research investigates the implied conflict between striving for short‐term results and achieving long‐term development of capabilities. It also examines the tension between the lack of resources of the typical small and medium sized enterprise (SME) users of BPIs and the time required to develop a critical mass of capability. A longitudinal case‐based study of eight SME contexts examined BPI outcomes and factors leading to short‐ and long‐term success and sustaining best practices. The research identifies factors related to the intervention context, implementation and change‐agent approach. The data indicate that in resource‐limited SMEs BPIs are limited in their ability to develop adequate capability for long‐term change.