Learning to Walk Before We Try to Run: Adapting Lean for the Public Sector

By Zoe J. Radnor, P. Walley. 2008

348 citations recorded by the source corpus.

Subfields: Management Information Systems, Management Science and Operations Research, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/d5541d64e2c57b465eb068ad40b3e9bc2cf2ddac

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Management Information Systems

1. R. Johnston
2. Zoe J. Radnor
3. S. Osborne

In Management Science and Operations Research

1. R. Johnston
2. Zoe J. Radnor
3. S. Osborne

In Strategy and Management

1. R. Johnston
2. Zoe J. Radnor
3. S. Osborne

Citations in the corpus

• Lean and the working environment: a review of the literature (2012, background): “The definition of lean becomes more complicated when we consider the fact that lean is more and more frequently applied outside the manufacturing sector: in services (Bowen and Yongdahl, 1998), hospitals (Young and McClean, 2008), public administration (Radnor and Walley, 2008), and other places.”
• Lean in UK Government: internal efficiency or customer service? (2013, background): “Some would suggest that this is not surprising as many of process improvements are ‘ low hanging fruit’ as public services have only just begun to develop thinking in terms of processes (Radnor and Walley 2008 ).”
• Lean: A failed theory for public services? (2013, background): “Rapid Improvement Events tend to be more focused on short-term outcomes than longer-term developmental issues (Radnor and Walley, 2008).”