Orchestrated learning: creating a company-specific production system (XPS)

Purpose This study aims to investigate the impact of a company-specific lean program (a so-called company-specific production system [XPS]) on the company’s financial performance. This study analyzes data from the implementation of XPS in multiple plants of a multinational corporation and examines the results through an organizational learning lens. Design/methodology/approach This study adopts a longitudinal single-case design to investigate a Norwegian multinational company in the process industry, producing silicon for the global market. The company has developed, implemented and institutionalized its own XPS since 1991. The program has directly contributed to extensive cost reduction and significantly strengthened the organization’s competitive position. Findings The findings of this study show a link between organizational learning and the improvement of financial results in the organization. This study presents a sand cone model that illustrates how the development and deployment of an XPS through individual- and orchestrated learning subsequently created a common platform for institutionalized learning within and across the multinational organization. This organizational learning capability managed to tie the company’s continuous improvement efforts directly to the improvement of cost levels throughout the value chain. Practical implications The practical implications of this work are significant, as this study uncovers the importance for managers to consider both individual-, orchestrated- and institutionalized learning (within and across a multinational network) when designing and implementing XPS to drive the improvement of an organization’s financial performance. Originality/value Documenting the financial impact of such programs is a common challenge. Therefore, the insights presented in this research are of value to both researchers and practitioners, in particular, managers and executives in large multinational organizations.

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“…Findings indicated that the NCC spent 15 years developing its XPS, and this process might be sorted into four main phases (Hekneby et al, 2021b):…”

Section: Creation Of the Company-specific Production Systemmentioning

confidence: 99%

The financial implications of XPS: an organizational learning perspective

Hekneby

Powell

2023

IJLSS

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“…Organization-level studies attempt to explain how concepts are adopted, adapted and used within organizations, as well as their impact (e.g. Hekneby et al, 2022;McCann et al, 2015).…”

Section: Organization Concepts Retention and Revitalizationmentioning

confidence: 99%

“…However, some studies have questioned this notion of abandonment, showing that concepts may instead become dormant (Røvik, 2011) or continue to influence organizations by exerting a lasting influence on their discourses, control systems and ideologies (Heusinkveld and Benders, 2012). More active retention is observed in studies in which organizations make concepts work by adapting content and learning from experience (Ansari et al, 2014;Hekneby et al, 2022). However, what motivates these significant efforts to bring about the performance improvements promised by concepts remains unclear.…”

Section: Revitalizing An Organization Conceptmentioning

confidence: 99%

“…More active retention is observed in studies in which organizations make concepts work by adapting content and learning from experience (Ansari et al. , 2014; Hekneby et al. , 2022).…”

Section: Organization Concepts Retention and Revitalizationmentioning

confidence: 99%

“…However, some organizations retain their concepts of choice over time, despite implementation difficulties (e.g. Ansari et al, 2014;Benders et al, 2019;Hekneby et al, 2022;Scherrer-Rathje et al, 2009;Zeitz et al, 1999). The explanation for this retention at an organizational level of analysis was recently identified as an important opportunity to develop the theory of organization concepts (Piazza and Abrahamson, 2020, p. 275).…”

Section: Introductionmentioning

confidence: 99%

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Do it again: revitalizing an organization concept

Berg

Benders

Ingvaldsen

2023

JOCM

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PurposeBy exploring the process of concept revitalization, this paper contributes to a better understanding of the intraorganizational retention of organization concepts. Concept revitalization occurs when an organization refocuses attention and resources toward a previously adopted organization concept. This paper investigates why and how organization concepts are revitalized.Design/methodology/approachThe findings are based on a case study of a Norwegian energy company's revitalization of the organization concept “lean”, whose initial implementation had been unsuccessful. The data were analyzed inductively by identifying how the concept was reframed during the second attempt and how the revitalization was justified.FindingsIn the case company, the revitalization was driven by (1) replacing the original label, (2) maintaining the original content in a slightly modified form and (3) altering the implementation mode. The changes were supported by a narrative of past shortcomings, lessons learned and a plan for future success, authored by internal experts in lean with a strong interest in ensuring positive results.Research limitations/implicationsConcept revitalization implies that there is more continuity in the application of ideas than is suggested in the literature on management fashions.Originality/valueSo far, the retention of organization concepts has only been studied at the field level. This study is the first to offer an empirically grounded understanding of intraorganizational concept revitalization.

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Context‐driven implementation strategies: Exploring three approaches to implement a lean capability framework within a global production company

Linderson

2024

Knowl Process Manag

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This paper explores global implementation of capability building projects as part of an corporate lean programme. The aim is to identify the core parameters in global implementation of complex knowledge in various contexts within the corporation. The empirical research investigates the global implementation of a lean capability project in three regional clusters within a large pharmaceutical multinational production company. The findings indicate that contextual situations in regional clusters, for example, maturity levels, national culture, and previous experiences, influence the design of the implementation approaches embedding knowledge management principles in various ways. Three types of implementation approaches (horizontal, parallel, and delegated) are identified, which highlights the strategically different pathways to realise new frameworks for knowledge management. This study shows how adjustments to contextual situations influence the implementation process and identifies various hallenges with various approaches that may hinder the execution of lean strategy. This paper puts forward five identified implementation parameters that could guide future research and knowledge management practitioners in opex, HR, and learning and development functions.

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Orchestrated learning: creating a company-specific production system (XPS)

Cited by 10 publications

References 29 publications

The financial implications of XPS: an organizational learning perspective

The financial implications of XPS: an organizational learning perspective

Do it again: revitalizing an organization concept

Context‐driven implementation strategies: Exploring three approaches to implement a lean capability framework within a global production company

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