Editorial: Lean in Public Services—Panacea or Paradox?

By Zoe J. Radnor, Ruth J. Boaden. 2008

236 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/ebb19ccd2998dcd816b7e51aa752914deb7c5366

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. Alok Kumar Choudhary
4. S. Osborne

In Strategy and Management

1. R. Johnston
2. S. M. Dahlgaard-Park
3. Zoe J. Radnor
4. Alok Kumar Choudhary
5. S. Osborne

Citations in the corpus

• Lean Service: A literature analysis and classification (2012, background): “…2008 the journal Public Money & Management published various articles that debated the application of Lean thinking in the public sector; the majority of the articles agreed that Lean thinking is indeed applicable to public sector management, with certain adjustments (Radnor & Boaden, 2008).”
• Lean: A failed theory for public services? (2013, background): “…the reduction of waiting time for public services and a reduction in service costs through a reduction in resource utilisation (Silvester et al., 2004) as well as intangibles such as increased employee motivation and satisfaction and increased customer satisfaction (Radnor and Boaden, 2008).”
• Value stream mapping to reduce the lead-time of a product development process (2015, background): “…management (Yang et al., 2011), semiprocess industry(Pool et al., 2011), food industry (Simons and Taylor, 2007), shipbuilding (Storch and Lim, 1999), aerospace (Houlahan, 1994), public services (Radnor and Boaden, 2008) etc. also have been benefited by lean thinking concepts and tools.”
• Lean in UK Government: internal efficiency or customer service? (2013, background): “…of (processing or waiting) time, increase in quality through a reduction of errors, reduction in costs (through less resource) (Silvester et al. 2004) as well as intangibles such as increased employee motivation and satisfaction and, increased customer satisfaction (Radnor and Boaden 2008).”