Vis enkel innførsel

dc.contributor.authorHolmemo, Marte Daae-Qvale
dc.contributor.authorIngvaldsen, Jonas A
dc.date.accessioned2017-11-01T09:04:15Z
dc.date.available2017-11-01T09:04:15Z
dc.date.created2017-10-31T14:26:41Z
dc.date.issued2018
dc.identifier.citationPublic Money & Management. 2018, 38 (1), 13-20.nb_NO
dc.identifier.issn0954-0962
dc.identifier.urihttp://hdl.handle.net/11250/2463350
dc.description.abstractThere are a number of arguments for implementing public service Lean in a decentralized fashion, characterized by employee participation and local adaptions of the concept. This paper reports on a longitudinal case study of decentralized Lean implementation in a large Norwegian public service provider. The analysis points to unintended consequence of communication and co-ordination difficulties. The authors suggest ways of striking a reasonable balance between centralized and decentralized strategies of Lean implementation.nb_NO
dc.language.isoengnb_NO
dc.publisherTaylor & Francisnb_NO
dc.titleLocal adaption and central confusion: decentralized strategies for public service Lean implementationnb_NO
dc.typeJournal articlenb_NO
dc.typePeer reviewednb_NO
dc.description.versionacceptedVersionnb_NO
dc.source.pagenumber13-20nb_NO
dc.source.volume38nb_NO
dc.source.journalPublic Money & Managementnb_NO
dc.source.issue1nb_NO
dc.identifier.doi10.1080/09540962.2018.1389493
dc.identifier.cristin1509405
dc.description.localcodeLocked until 27.4.2019 due to copyright restrictions. This is an Accepted Manuscript of an article published by Taylor & Francis in [Public Money & Management] on [27 Oct 2017], available at http://www.tandfonline.com/doi/full/10.1080/09540962.2018.1389493nb_NO
cristin.unitcode194,60,25,0
cristin.unitnameInstitutt for industriell økonomi og teknologiledelse
cristin.ispublishedtrue
cristin.fulltextpostprint
cristin.qualitycode1


Tilhørende fil(er)

Thumbnail

Denne innførselen finnes i følgende samling(er)

Vis enkel innførsel