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dc.contributor.authorHolmemo, Marte Daae-Qvale
dc.contributor.authorRolfsen, Monica
dc.contributor.authorIngvaldsen, Jonas A
dc.date.accessioned2017-10-18T12:51:07Z
dc.date.available2017-10-18T12:51:07Z
dc.date.created2016-09-23T15:42:41Z
dc.date.issued2016
dc.identifier.citationTotal Quality Management and Business Excellence. 2016, 1-13.nb_NO
dc.identifier.issn1478-3371
dc.identifier.urihttp://hdl.handle.net/11250/2460862
dc.description.abstractLean has evolved from an operational tool to a complete management concept that incorporates softer aspects such as participation, learning and leadership. This evolution challenges the traditional way in which large management consultancy firms intervene in the lean implementation process; an outside expert cannot easily install a soft, participation-oriented form of lean. To explore this challenge, we report a longitudinal, qualitative case study of how a large consultancy firm supported lean implementation in a public service organisation. Our findings show that although the consultants’ rhetoric had been adapted to the contemporary ideal of soft lean, their practice had not: implementation remained tool-centred and external consultants took the roles of experts. We posit that the business model of large consultancy firms and the nature of conventional client–consultant contracts may explain this mismatch between consultants’ talk and action. Hence, this challenge is difficult to overcome in practice, and managers are advised to consider critically what management consultants can and cannot effectively deliver in lean implementations.nb_NO
dc.language.isoengnb_NO
dc.publisherTaylor & Francisnb_NO
dc.titleLean thinking: outside-in, bottom-up? The paradox of contemporary soft lean and consultant-driven lean implementationnb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.description.versionacceptedVersionnb_NO
dc.source.pagenumber1-13nb_NO
dc.source.journalTotal Quality Management and Business Excellencenb_NO
dc.identifier.doi10.1080/14783363.2016.1171705
dc.identifier.cristin1384918
dc.description.localcodeThis is an Accepted Manuscript of an article published by Taylor & Francis in Total Quality Management & Business Excellence on 22 Apr 2016 , available online: http://www.tandfonline.com/doi/abs/10.1080/14783363.2016.1171705nb_NO
cristin.unitcode194,60,25,0
cristin.unitnameInstitutt for industriell økonomi og teknologiledelse
cristin.ispublishedtrue
cristin.fulltextpostprint
cristin.qualitycode1


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