The effect of regulatory practices in achieving competitive advantage

Abstract

The paper examines change programmes based around the introduction of regulatory practices, both voluntary and involuntary (imposed form outside). These are essentially of two kinds: work critical (attempting to improve the effectiveness or efficiency of work) and safety critical (attempting to improve the health and well‐being of the workforce, customers or other stakeholders). The paper discusses the effect that regulatory practices have on individual and organisational behaviour and attempts to understand why some change programmes succeed and others fail. Evidence is provided from a review of the current literature and an initial qualitative case study.