Explaining variation in the social performance of lean production: a comparative case study of the role played by workplace unions' framing of the system and institutions

Abstract

Several studies have acknowledged that lean production is implemented in diverse ways across workplaces, thereby generating different outcomes for workers. However, explanations for this variability needs further development. The present article addresses this issue by considering the role played by workplace unions' framing of lean production. It finds that unions' framing is derived from their identities in interaction with available resources in institutional and organisational terms. A case study comparison of the automotive parts industry in Italy and the United States was conducted.

Trading‐off flexibility: Contingent workers or human resource practices? A configurational approach

“…Second, while the low reliance on atypical contracts can positively contribute to service quality, employee stability, and career prospects, we also considered the utilisation of part‐time contracts and overtime in our configurations. Research has shown that such contracts and extra time at work can have detrimental effects on employees’ economic capacity and life organisation when their use and regulation are unilaterally determined (Doellgast & Berg, 2018, Scholarios, et al., 2017, Signoretti, 2019). Further, as mentioned above, the patterns of demand that we observed are similar: they are highly variable, but predictable.…”

The role of nurses' unions in workplace innovation in Australian and Canadian hospitals: Analysing union strategies

“…Employee cooperation and teamwork are critical to the operation of LP, as are workload and working time (Signoretti, 2019). According to Pagell et al (2014), given the emphasis on employee cooperation and participation, LP does not necessarily increase work intensity.…”

“…According to Pagell et al (2014), given the emphasis on employee cooperation and participation, LP does not necessarily increase work intensity. LP may drive positive results for employees through greater participation and control, and so unions and workers may be expected to embrace such management initiatives (Signoretti, 2019). Kochan et al (1997) suggest that LP may improve employment conditions through participative industrial relations (IR).…”

“…However, the adoption of LP might not be as simple as work intensification or worker empowerment (Stanton et al, 2014). Signoretti (2019) argues that union framing of LP and management ideologies may be important drivers of different outcomes. Union responses to LP reflect the management intentions of LP.…”

Lean HRM practices in work integration social enterprises: Moving towards social lean production. Evidence from Italian case studies*

“…Despite evidence indicating that inclusive organizational and HRM practices favor mutual and collective benefits for workers and the organization, studies have shown that lean production characteristics vary across contexts (Signoretti, 2019) and that their application is often partial (Vidal, 2017). Indeed, managers tend to frame lean production by emphasizing work intensity and minimizing or instrumentally exploiting employee knowledge and involvement within a top‐down approach, thereby putting great stress on workers (Carter et al., 2013).…”