ABSTRACT
This book examines the dominance and significance of lean organizing in the international economy. Scholars from each discipline see lean production as positive or negative; the book blends theory with practice by sorting out these different academic views and revealing how lean is implemented in different ways.
The first part synthesizes academic research from a range of disciplines—including, engineering, sociology, and management—to present the reader with an integrated understanding of the benefits and drawbacks of lean management. The second part links this theory to practice, with a set of case studies from companies like Apple, Google, Nike, Toyota, and Walmart that demonstrate how lean is implemented in a variety of settings. The book concludes with three models, explaining how Toyotism, Nikefication with offshoring, and Waltonism provide full or less complete models of lean production. It clearly presents the positive and negative aspects of lean and insights into the culture of lean organizations.
With its rich interdisciplinary approach, Framing and Managing Lean Organizations in the New Economy will benefit researchers and students across a range of classes from management, sociology, and public policy to engineering.
TABLE OF CONTENTS
part I|81 pages
Theories of Lean Production
chapter 4|14 pages
The Labor and Employee Relations and Human Resources Perspectives
chapter 5|17 pages
The Wider Sweep of Global Lean Production
part II|91 pages
Models of Lean Production
chapter 6|21 pages
The Leaders in the Field of Lean Production
chapter 7|19 pages
The Emergence of Semi-Lean Production
chapter 8|27 pages
Creative Teams at Home and Fordism Abroad
part III|23 pages
Syntheses and Conclusions