Could lean production job design be intrinsically motivating? Contextual, configurational, and levels-of-analysis issues

By S. Treville, John Antonakis. 2006

556 citations recorded by the source corpus.

Subfields: Management Information Systems, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/ff28210cf766cae7e48f814986fbd3deebe9fb9c

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In Management Information Systems

In Organizational Behavior and Human Resource Management

Citations in the corpus

Lessons from seru production on manufacturing competitively in a high cost environment (2017, background): “If, for example, variability in the system increases, either work in process must increase or capacity utilization must decrease. de Treville and Antonakis (2006) employ this understanding of “factory physics” to define lean as a system that has as its objective to reduce waste in the forms of…”
Defining and developing measures of lean production (2007, background): “It is our intention to contribute to scholarly agreement on such a stipulative definition and to the emerging academic literature related to lean production (Narasimhan et al., 2006; De Treville and Antonakis, 2006; Hopp and Spearman, 2004).”
RECONCEPTUALIZING THE EFFECTS OF LEAN ON PRODUCTION COSTS WITH EVIDENCE FROM THE F-22 PROGRAM (2009, background): “Some authors have given prominence to other key practices in their definitions of lean, such as respect for people (e.g., de Treville and Antonakis, 2006; Sugimori”
Lean principles, learning, and knowledge work: Evidence from a software services provider (2011, background): “Prior theorists note that implementations of lean production may vary across different manufacturing settings due to contextual differences (de Treville and Antonakis, 2006).”
Beyond motivation: job and work design for development, health, ambidexterity, and more. (2014, methodology): “In an analysis of lean production, Treville & Antonakis (2006) similarly argued that a lack of autonomy over work timing and methods can be compensated for by other positive aspects of work design, including high levels of accountability (because employees can influence decisions), high skill…”
The Impact of Integrated Practices of Lean, Green, and Social Management Systems on Firm Sustainability Performance—Evidence from Chinese Fashion Auto-Parts Suppliers (2015, background): “Lean Production, also called the Toyota Production System (TPS), is defined as “an integrated manufacturing system that is intended to maximize the capacity utilization and minimize the buffer inventories of a given operation through minimizing system variability (related to arrival rates, processin”
Lean and the working environment: a review of the literature (2012, background): “At this point, light and various shades of grey seem to have entered the debate (de Treville and Antonakis, 2006; Delbridge, 2005; Hampson, 1999), and the question of how lean and its consequences for employees should be understood is now more open.”
Values and behaviors of effective lean managers: Mixed-methods exploratory research (2017, background): “For effective lean middle managers (ELMMs), however, this challenge is magnified, because of the nonhierarchical nature of Lean Management itself and its focus on empowering labor, while at the same timemaintaining control over the total costs of labor (De Treville & Antonakis, 2006).”
The evolution of production systems from Industry 2.0 through Industry 4.0 (2018, methodology): “For example, if variability in a system increases, either work in process must increase or capacity utilisation must decrease. de Treville and Antonakis (2006) employed this understanding of factory physics to emphasise that lean is realised by maximising capacity utilisation and minimising buffer…”
On doing relevant and rigorous experiments: Review and recommendations (2018, unknown): “…2014), trust and trustworthiness (Özer, Zheng, & Chen, 2011; Özer, Zheng, & Ren, 2014), fairness concerns (Katok, Olsen, & Pavlov, 2014; Katok & Pavlov, 2013) and linkages between intrinsic motivation and job design (De Treville & Antonakis, 2006; Rodríguez, Buyens, Landeghem, & Lasio, 2016).”
Perspectives on the productivity dilemma (2009, background): “This activity leads to more motivating job design, by boosting skill variety and task identity as well as self-efficacy and work facilitation (de Treville and Antonakis , 2006).”