Bottleneck breakthrough, action learning and transformation capability: Case study based on the transformation of three inward small and medium manufacturing enterprises

Abstract

Purpose

The purpose of this paper is to demonstrate the main advantages of integrating bottleneck theory, action learning and transformation capabilities to phenomenon and process analysis systems.

Design/methodology/approach

This paper selects three typical cases, using grounded theory standardized coding procedures, and selects exploratory case study approach.

Findings

Inward small and medium manufacturing enterprises use the bottleneck breakthrough program and provide a correct knowledge input for action learning. Action learning provides a strong guarantee that for the implementation of bottleneck breakthrough program, programming and action learning are required to continually solve problems and achieve goals in the process.

Research limitations/implications

The authors used inward manufacturing small- and medium-sized enterprises as research subjects The authors did not analysis the role of knowledge services; the future studies could explore how to improve the performance through the transformation value co-creation.

Practical implications

Because of the lack of resources and capacity, small- and medium-sized enterprise adopt appropriate micro-innovation and continuous micro-transformation to break the bottleneck stage and achieve small victories.

Originality/value

Learning and development enterprises are not only through multinational clients which restructuring enhance the learning capacity of the international M & A path. It does not conduct thorough and comprehensive change, and also not related to the structural of readjustment organization. In fact, the radical change and transformation strategy is different than other strategies.

Citation

Zhou, W., Wang, C., Hu, P. and Zhou, Y. (2016), "Bottleneck breakthrough, action learning and transformation capability: Case study based on the transformation of three inward small and medium manufacturing enterprises", Nankai Business Review International, Vol. 7 No. 1, pp. 60-79. https://doi.org/10.1108/NBRI-09-2015-0020