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This paper aims to document the development of cellular manufacturing at Scania-Vabis, thereby contributing to the history of an organizational idea.

The authors draw on published sources and interviews to reconstruct the development of cellular manufacturing at Scania-Vabis and its traces.

Cellular manufacturing was applied and further developed at Scania-Vabis in the 1940s and 1950s. Nevertheless, it seems to have fallen into oblivion. The key idea resurfaced in the 1970s.

The authors argue that such “proven technology” should be considered a classical insight in organization design rather than old and thus outdated.

The authors demonstrate that this form of flow-based organizing is much older than commonly assumed and point to barriers in accumulating knowledge on organizing.

The purpose of this paper is to advance a framework for the exploration of system transformation that includes leadership roles, contextual mess and triggering events, designing and managing sustainable learning mechanisms, managing a variety of balancing acts, creating shared understanding and, transforming shared understanding into action.

A five‐phased longitudinal research of one organization – Kibbutz Shefayim– during 12 years: semi‐structured interviews (60‐120 minutes each) with Kibbutz members representing a wide range of views and experiences in 1993; collecting and reviewing of Kibbutz internal “raw” documents that related to changes that occurred during the past 12 years, and; follow‐up semi structured interviews in 1998, 2001 and 2005. The interviewed members were asked to describe the nature of the changes that had taken place since the previous interview, including reasons, mechanisms, results and impacts.

The findings suggest that leading system change requires managerial orientation that is centered on balancing acts embedded in on going dialogue and the design of learning mechanisms. The paper advances a specific set of balancing acts and discusses their implications for leading system wide transformation.

This research was conducted within one organization. Further longitudinal replications in other Kibbutz‐based systems are under way.

The proposed view of leadership as a balancing act seems to capture the experience of many managers in the twenty‐first century. The findings suggest that some of the critical success factors for system‐wide transformation centers on the leaders' ability to sustain the following activities: continuous effort at bringing the outside forces into alignment with the internal forces; utilizing triggering events as levers for continuous change, and the purposeful design and management of learning mechanisms.

Adds to the literature on the exploration of system transformation and includes leadership roles, contextual mess and triggering events, designing and managing sustainable learning mechanisms, managing a variety of balancing acts, creating shared understanding and, transforming shared understanding into action.

States that highly structured methods and tools for bringing about organizational change are frequent features in both the management literature and the practice of management consultants. Reports that, in order to understand the nature and popularity of these methods and tools, a study of the availability and use of methods in business process re‐engineering (BPR) projects was carried out in five large consulting companies. Identifies six functions of methods on the basis of this study. Finds that methods play important roles both in the consulting organization and in the consultant’s interaction with the client in the specific change project. Also reveals that common to the identified functions is an ability to store and transfer knowledge, which contributes to the change process interface for clients and consultants. Shows also that consulting companies with very different professional backgrounds have very similar approaches to BPR projects. Identifies and comments on the similarities between these companies’ methods in respect of managing change.

The purpose of this article is to show how a model for sustainable learning has been formed in the meetings between practitioners and researchers.

With the point of departure in an interactive research approach, the authors have worked with learning and common knowledge development. Empirical data were collected from nine learning seminars, which were carried out within the framework of an EU project.

It is shown by means of empirical examples from an ongoing EU project how the pedagogic method of learning seminars came to be a mediating tool for reciprocal learning between researchers, project leaders and project participants.

The learning seminars constituted an important part of a reflexive learning process where the learning consists of both practicable and theoretically anchored knowledge. Together with the project participants, the authors developed a model for sustainable learning. This model consists of a reflection model, which rests on four fundamental conditions; pedagogic leadership, the learning group, problem areas/situation and time aspects. This article fills a significant knowledge gap in terms of the development of learning within organizations.