Management innovation in SMEs – taking psychological ownership of Hoshin Kanri

Melander, Anders; Brunninge, Olof; Andersson, David; Elgh, Fredrik; Löfving, Malin

doi:10.1080/09537287.2023.2214517

Cited by 2 publications

(1 citation statement)

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“…First, firms tend to introduce new management practices from other organizations or generate new ones by themselves to utilize the technologies in which they have invested. Second, psychological factors of change agents and resource limitations are major obstacles encountered during MI implementation, which, therefore, should be appropriately controlled for successful implementation of MI (Melander et al, 2023;Robert et al, 2019).…”

Section: For Manufacturing Firmsmentioning

confidence: 99%

Cooperative management of an initial training program: case study of a Czech production site of a Japanese globalized manufacturing firm

Nishiwaki,

2023

IJOPM

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PurposeThis study examines the case of an initial training, called “Dojo”, invented and implemented at a production site in the Czech Republic. It clarifies the initial training program implementation process and offers a conceptual framework for cooperative management of subsidiary activities at the site and firm.Design/methodology/approachThis study conducts an in-depth analysis of qualitative data from the Czech production site over a five-year period. The theoretical base is the theorization and labeling phase of management innovation (MI), the final phase of which legitimizes a new management practice. Interview data, archival data, pictures and financial data are used for the analysis.FindingsTo legitimize the Dojo in the operational flow controlled by the site and firm, the Czech production site acquires validation of the Dojo from employees and board members of the Japanese and European headquarters, helping the site build trustful relationships with them. Training programs, process standardization and skills standardization of the workers offer benefits to the trainees, production site and firm.Originality/valueThe authors offer theoretical insights into MI at the subsidiary-level, which past studies have not differentiated at the firm-level. The authors also provide details of the implementation and management of initial training for newly hired blue-collar workers at the production site. The findings complement related literature on human resource management and operational management.

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Section: For Manufacturing Firmsmentioning

confidence: 99%