Standard Operating Procedures as Change Infrastructure: A Conceptual Framework for Sustaining Operational Improvement

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@article{1723313,
      author = {Priscilla Agboada, Rosalyn Ezeako, Ifeoma E. Okoli, Chikodiri Scholastica Uzondu},
      title = {Standard Operating Procedures as Change Infrastructure: A Conceptual Framework for Sustaining Operational Improvement},
      journal = {Iconic Research And Engineering Journals},
      year = {2019},
      volume = {3},
      number = {6},
      pages = {706-730},
      issn = {2456-8880},
      url = {https://www.irejournals.com/formatedpaper/1723313.pdf},
      abstract = {Operational improvement programmes routinely produce measurable gains that disappear within a year. The dominant explanations point to weak leadership commitment, poor tool selection, or an unsupportive culture. This paper proposes a fourth explanation that has been largely overlooked because the object involved is so mundane: gains decay when improvements are never written into the documents that govern daily work. Drawing on routine dynamics, the literature on artifacts and formalization, infrastructure studies, the safety research debate on procedures, and applied research in quality and control systems, the paper reconceptualizes standard operating procedures (SOPs) not as instruments of compliance but as the infrastructure through which change is stored, transmitted, and made contestable. The framework is developed through an integrative synthesis of five theoretical literatures and applied evidence from ten operational domains. A five mechanism framework is developed, comprising inscription, transmission, stabilization, detection, and revision, together with seven enabling conditions, a typology of four procedural regimes, and ten testable propositions. Cross-domain evidence is assembled from industrial and construction safety, aviation safety oversight, healthcare facilities and health system delivery, procurement and supply chain operations, enterprise technology and service management, information security and data governance, audit and financial governance, asset-intensive maintenance and inspection, built environment and infrastructure delivery, and workforce capability. The central claim is that the relationship between procedural formalization and sustained improvement is not monotonic but conditional: formalization sustains improvement only where revision latency is low and authorship sits close to the work. Where revision is slow and authorship is distant, the same formalization accelerates drift and produces compliance without learning. Implications for measurement, management practice, and empirical research are discussed.},
      keywords = {standard operating procedures; organizational routines; artifacts; continuous improvement; sustainability of change; formalization; process documentation; quality management systems; operational excellence},
      month = {December},
  }