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This paper aims at increasing the understanding of the processes and dynamics of CI implementation. The paper presents findings from a longitudinal case study of how the organization is renewed by the embedding of quality‐related managerial ideology. It approaches CI from the perspective of organizational renewal, and looks at implementation as a managerial ideological change process. The paper draws on multi disciplinary concepts. The concept of ideology from political science is applied. Ideology is viewed as a force of organizational renewal, in other words, as a means that exerts influence on managerial thinking and practices. The ideological perspective provides new conceptual ideas and practical insights into CI implementation. The case study shows that CI implementation is cyclical and reveals company‐specific cycles. These cycles imply a challenge to management: the progress in developing CI capabilities is embedded in a rooted managerial ideology through which inimitable competitive advantages can be realized.

Trust within the renewal of the management system – A narrative case study on impersonal trust development in retail chain organizationThis article examines and illustrates understanding of the role of trust as intangible resource in organizational renewal. The qualitative case study was conducted in the retail organization undergoing a renewal process. In the prior organization research, trust is recognized supporting change implementation. The theoretical framework draws on the trust research of organizations. Trust is still scarcely studied as impersonal resource from the management system perspective. The data was gathered from managers and supervisors. The findings suggest a transparent management system as the basis of organizational trust. The study makes an interesting conclusion on the development of the nature of trust towards impersonal trust.