Advancements on action learning and lean complementarity: a case of developing leaders as lean learning facilitators

Saabye, Henrik

doi:10.1080/14767333.2022.2146655

Cited by 5 publications

(2 citation statements)

References 36 publications

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“…Therefore, the organisation leaders must reorient themselves towards facilitating learning and fostering a psychologically safe environment, which becomes a foundational element for adopting a lean system (Fenner et al. , 2023; Saabye, 2022). Adopting the above perspective, Ballé et al.…”

Section: Literature Review: Locating Our Academic Familiesmentioning

confidence: 99%

“…Consequently, lean is viewed as a learning or education system rather than a production system that applies across sectors (Ball e et al, 2019;Hines et al, 2020;Fenner et al, 2023;Powell and Reke, 2019). Therefore, the organisation leaders must reorient themselves towards facilitating learning and fostering a psychologically safe environment, which becomes a foundational element for adopting a lean system (Fenner et al, 2023;Saabye, 2022). Adopting the above perspective, Ball e et al (2019, p. 3) present lean as a learning system in the following way: Lean is a system to continuously develop people and create a culture of problem-solving; a strategy to face challenges by engaging and involving all problem solvers into exploring issues and forming unknown solutions by learning experientially from practical countermeasures.…”

Section: Leanmentioning

confidence: 99%

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Lean and action learning: towards an integrated theory?

Saabye

Powell

Coughlan

2023

IJOPM

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PurposeBeing acquainted with both lean and action learning in theory and in practice, this study finds that the theoretical complementarity of these two research streams has traditionally been underexploited. In this conceptual paper, this study aims to advance the theoretical understanding of lean by exploring the complementarity of lean thinking and action learning leading to a proposed integrated theory of these two research streams. Target audience is the operations management research community.Design/methodology/approachBy deliberately adopting a process of theorising, this paper explores, reflects upon and combines individual experiences of researching, teaching and engaging in lean and action learning as operations management scholars.FindingsHaving taken a gemba walk through the literature and practices of lean and action learning, this study views and notices a systematic and complementary relationship between the two domains. The overlapping theoretical and practical complementarities of lean and action learning suggest that these two research streams are ripe for synthesis into an integrated theory. This finding provides an opportunity to (1) progress towards an integrative design of interventions leading to more sustainable lean system adoptions and (2) add new depth to our theoretical explanation of the success and failures of lean system adoptions.Originality/valueThis paper contributes an original integrated theory perspective on lean and action learning.

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Section: Literature Review: Locating Our Academic Familiesmentioning

confidence: 99%

Section: Leanmentioning

confidence: 99%

Lean and action learning: towards an integrated theory?

Saabye

Powell

Coughlan

2023

IJOPM

Self Cite

View full text Add to dashboard Cite

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Exploring Action Research Sponsorship: Role and Enactment

Saabye,

Coughlan,

Kristensen

2024

Syst Pract Action Res

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This paper explores the complexities of involving partner organisations in co-generative learning processes within Action Research (AR) initiatives. Despite formal agreements, action researchers often face challenges in collaboratively addressing specific organisational issues through AR cycles. When action researchers adopt the “friendly outsider’ role, their initial task is to secure commitment to an AR initiative from senior leaders as sponsors. However, the existing literature lacks comprehensive guidance on facilitating this commitment. Therefore, drawing from both literature and empirical cases, this paper examines the pivotal role of the AR sponsor in securing funding and political backing, offering constructive critique, and facilitating learning. It provides insights into how action researchers can facilitate sponsors to enact these roles effectively so as to ensure the success and sustainability of organisational changes resulting from AR initiatives.

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