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Conditions Enabling Development in National Lean Programmes
Linköping University, Department of Behavioural Sciences and Learning, Linköping, Sweden.
KTH, School of Technology and Health (STH), Health Systems Engineering, Ergonomics.ORCID iD: 0000-0002-6167-4637
Halmstad University, School of Business, Engineering and Science, Halmstad, Sweden.
KTH, School of Technology and Health (STH), Health Systems Engineering, Ergonomics.
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2016 (English)In: Leadership & Organization Development Journal, ISSN 0143-7739, E-ISSN 1472-5347Article in journal (Refereed) Submitted
Abstract [en]

Purpose – The purpose of this article is to identify work practices and activities at programme and local levels which constitute conditions that enable development in workplace development programmes (WPDPs). These are introduced by public agencies as change agents that provide the resources for local organizational change. Design/methodology/approach – The study constituted separate interactive research projects in three WPDPs conducted through a total of 256 interviews and documentation from meetings. The findings were compared in a qualitative content analysis. Findings – The outcomes of development processes in the programmes and local Lean implementation are enabled by the interplay of three conditions: a) organized learning activities with the stakeholders involved, b) key stakeholders’ active ownership and c) support for employee participation. The three conditions thus support programme management in leading the programme development processes. Research limitations/implications - The findings operationalize broad theoretical concepts. However, the research projects involved were not originally designed for this comparative study, which created some difficulties when performing the analysis. The longitudinal design and vast amount of data partly compensate for this. Practical implications – This knowledge will be helpful in the formation of new WPDPs that support local organizational development and for those who lead such processes. Originality/value – The novelty of the findings is the operationalization of broad theoretical concepts, such as the conditions that support development programmes. Moreover, this article shows a set of work practices and activities that management may be used in organizing WPDPs.

Place, publisher, year, edition, pages
2016.
National Category
Production Engineering, Human Work Science and Ergonomics
Research subject
Technology and Health
Identifiers
URN: urn:nbn:se:kth:diva-191539OAI: oai:DiVA.org:kth-191539DiVA: diva2:957299
Note

QC 20160912

Available from: 2016-09-01 Created: 2016-09-01 Last updated: 2016-09-12Bibliographically approved
In thesis
1. Reaching at Sustainable Development: Lean in the Public Sector
Open this publication in new window or tab >>Reaching at Sustainable Development: Lean in the Public Sector
2016 (English)Doctoral thesis, comprehensive summary (Other academic)
Abstract [en]

The concept of sustainable development is commonly used worldwide. In the public sector, characterized by a rationalization focus, conclusions about the sustainability of lean production (lean), as a management concept for organizational change, are contradictory. This thesis aims to identify conditions promoting sustainable development in the public sector, in particular the healthcare sector, when implementing lean. Two qualitative and one quantitative case study were conducted using longitudinal data collection: focus group interviews, semi-structured interviews, analysis seminars, steering board meetings, and a questionnaire. The empirical data was collected from national lean programs in Sweden. The results describe that socio-technical principles may be used as indicators of sustainability as well as a guide in the implementation of lean in healthcare. Active ownership among stakeholders, a developmental view in the organization, stakeholder participation, organized joint innovative learning activities, role and goal clarity may be conditions influencing the sustainability of lean in the public sector. Furthermore, when supported by a favorable lean context, the results show that the lean tools value stream mapping, standardized work and 5S (housekeeping) may promote a sustainable implementation of lean in healthcare by the promotion of employees and managers’ working conditions and/or employee individual innovation. Visual follow-up boards may inhibit employees and managers’ job satisfaction, when not supported by job resources. Personnel stability, time for development, and information to be able to participate were in this context shown to be central job resources. In conclusion, conditions which may promote sustainable development in the public sector, when implementing lean are: stakeholder values of inclusive social well-being, an implementation process including stakeholder ownership and joint innovative learning, and a favorable lean context: balancing job resources and job demands. Lean tools may empower public healthcare employees to engage in development and counteract a poor implementation process and a poor lean context but only to a limited degree. The lean contexts studied were unfavorable, i.e., a weak implementation process and job resources not balancing the job demands. Hence, the lean implementations studied could not be considered sustainable.

Place, publisher, year, edition, pages
KTH Royal Institute of Technology, 2016. 72 p.
Series
TRITA-STH : report, ISSN 1653-3836 ; 2016:7
Keyword
Healthcare, participation, ownership, learning, clarity
National Category
Production Engineering, Human Work Science and Ergonomics
Research subject
Technology and Health
Identifiers
urn:nbn:se:kth:diva-191550 (URN)978-91-7729-090-2 (ISBN)
External cooperation:
Public defence
2016-09-23, T52, Hälsovägen 11C, Huddinge, 10:15 (English)
Opponent
Supervisors
Funder
AFA Insurance, 100013
Note

QC 20160901

Available from: 2016-09-01 Created: 2016-09-01 Last updated: 2016-09-02Bibliographically approved

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