The Integration of Lean and Socio-technical Practices in Sweden

Kosuge, Ryusuke

doi:10.7880/abas.13.255

Cited by 6 publications

(4 citation statements)

References 24 publications

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“…The interest in STS was developed within the framework of cooperative relations between IF Metall and the Swedish Employer Association (SAF, now the Confederation of Swedish Enterprise), in a context of labour shortage and while employers were themselves searching for organisational innovations to improve quality and productivity (Agurén and Edgren, 1979). When Lean was introduced in the Swedish automotive industry at the beginning of the 1990s, unions were quite critical, as it was perceived as competing with the STS, with more limited employee autonomy and participation (Kosuge, 2014). 3 However, due to an ever-increasing employer interest for Lean, unions adapted their strategy.…”

Section: Methods and Case Selectionmentioning

confidence: 99%

Labour–management relations and employee involvement in lean production systems in different national contexts: A comparison of French and Swedish aerospace companies

Ahlstrand

Gautié

2022

Economic and Industrial Democracy

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Existing research has found heterogeneity in the implementation of Lean and its outcomes in terms of employee involvement across countries. This article explores the potential role of labour–management relations. It relies on in-depth company case studies carried out in the aerospace industry in France and Sweden. The study finds significant variations in employee involvement – higher in the Swedish than in the French cases. Managerial orientations did play a role, as the ‘technocratic’ form of Lean in France echoed a more unilateral top-down conception of management, while Swedish managers appeared more receptive to the ‘involvement-enhancing’ paradigm. But the attitudes and behaviours of unions were also a crucial factor, as Swedish unions were very effective in impinging on the implementation of Lean at workplace level, while their French counterparts, often divided, adopted a more defensive stance, lacking expertise and implication in the promotion of high-involvement work organisations.

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Section: Methods and Case Selectionmentioning

confidence: 99%

Labour–management relations and employee involvement in lean production systems in different national contexts: A comparison of French and Swedish aerospace companies

Ahlstrand

Gautié

2022

Economic and Industrial Democracy

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“…The results of this study suggest that market orientation, toward the customer (Fujimoto, 2012;Kosuge, 2014a;Womack & Jones, 1996).…”

Section: Discussionmentioning

confidence: 93%

Measuring Market Orientation in the Context of Service Organizations

Kosuge

2015

ABAS

Self Cite

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This study examines the market orientation-performance link in the context of service organizations by comparing different approaches for measuring market orientation. Focusing on 54 shops of a Japanese automobile dealership firm, this study measures market orientation through both managers' and salespersons' perceptions as well as both the MKTOR and MARKOR scales. The results of the analysis reveal that market orientation measured through salespersons' perceptions, particularly its cultural components, positively affects sales productivity. In fact, qualitative evidence suggests that salespersons' perceptions of market orientation indicate their internalization of market-oriented values, which in turn leads to continuous improvement behavior.

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“…Lean can be applied to highly complex STS (Soliman and Saurin, 2017). Past evidence in Sweden shows lean can be integrated into a management style based on STS (Kosuge, 2014). Many principles of lean and STS are compatible with each other.…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

Does digitalization enhance the effects of lean production on social performance?

Chavez,

Yu,

Jacobs

et al. 2024

IJOPM

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PurposeThis study aims to investigate whether Industry 4.0 digital technologies can enhance the effects of lean production on social performance.Design/methodology/approachSurvey data collected from China’s manufacturing industry are used to test research hypotheses.FindingsThe results reveal that the three dimensions of lean production (internal, customer and supplier) have a significant positive effect on social performance and that digital technology advancement (DTA) positively moderates these relationships. DTA adds only a marginal contribution to social performance.Practical implicationsThis study addresses a new challenging question from manufacturing firms: how to integrate lean, technology and people? The empirical findings provide timely and insightful practical guidance for managers to better understand the role of digital transformation in the traditional lean context.Originality/valueWhile digitalization is known to complement lean production, this study shows digitalization also complements the effects of lean production on social performance.

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The Integration of Lean and Socio-technical Practices in Sweden

Cited by 6 publications

References 24 publications

Labour–management relations and employee involvement in lean production systems in different national contexts: A comparison of French and Swedish aerospace companies

Labour–management relations and employee involvement in lean production systems in different national contexts: A comparison of French and Swedish aerospace companies

Measuring Market Orientation in the Context of Service Organizations

Does digitalization enhance the effects of lean production on social performance?

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