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Building a high commitment lean culture: The role of shop floor work practices
Warwick Business School.ORCID iD: 0000-0003-0904-5822
2011 (English)In: International Journal of Manufacturing Technology and Management (IJMTM), ISSN 1368-2148, E-ISSN 1741-5195, Vol. 22, no 5, 569-586 p.Article in journal (Refereed) Published
Abstract [en]

Purpose - The characteristics of successful lean operations make a committed workforcea necessity. However, there is an ongoing debate over whether lean characteristics inherently enhance or impede commitment. The purpose of this paper is to help settle the debate, as well as provide insights into the role specific work practices play. Design/methodology/approach - Based on responses from 1,391 workers at 21 leansites, the authors examined the relationship between the degree of lean implementation and worker commitment; as well as the commitment effects of 21 lean work practices. Findings - The paper examines relationships between worker commitment and leanproduction, sheds light on the lean commitment debate and provides guidance for designing lean systems that complement high-commitment work practices. Practical implications - The results will be of value to readers with interests in operations, human resources and high-performance work practices, as well as the management and implementation of lean and its associated practices. Originality/value - The study described in the paper is unique in that it establishes a statistically valid relationship between lean production and worker commitment and associated work practices. 

Place, publisher, year, edition, pages
2011. Vol. 22, no 5, 569-586 p.
Keyword [en]
Commitment, Lean production, Working practices
National Category
Business Administration
Identifiers
URN: urn:nbn:se:kth:diva-61459DOI: 10.1108/17410381111134446Scopus ID: 2-s2.0-79959602225OAI: oai:DiVA.org:kth-61459DiVA: diva2:479146
Note
QC 20120214Available from: 2012-01-17 Created: 2012-01-17 Last updated: 2017-12-08Bibliographically approved

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Angelis, Jannis

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