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The diffusion and popularity of Lean in Norway: An exploratory survey

Author

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  • Dag Øivind Madsen
  • Maria Storsveen
  • Pål Klethagen
  • Tonny Stenheim

Abstract

Although commentators have noted that Lean currently is receiving a great deal of attention in Norway, little is known about how and to what extent Lean is used by Norwegian organizations. The overall purpose of this paper is to present the results of an explorative survey that attempts to map the diffusion and popularity of Lean in Norway. The results indicate that the adoption rate is still quite low, but that Lean is relatively more widely used in industries such as manufacturing and accounting, auditing and finance. Furthermore, the results indicate that Norwegian organizations are relatively recent adopters of Lean. Among users there is a general consensus that Lean has positive effects on organizational performance. At the same time, a wide range of implementation challenges are reported. These findings are discussed in relation to the extant literature on Lean.

Suggested Citation

  • Dag Øivind Madsen & Maria Storsveen & Pål Klethagen & Tonny Stenheim, 2016. "The diffusion and popularity of Lean in Norway: An exploratory survey," Cogent Business & Management, Taylor & Francis Journals, vol. 3(1), pages 1258132-125, December.
    • Handle: RePEc:taf:oabmxx:v:3:y:2016:i:1:p:1258132
    DOI: 10.1080/23311975.2016.1258132
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    References listed on IDEAS

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    1. Dag Øivind Madsen & Kåre Slåtten, 2015. "Social media and management fashions," Cogent Business & Management, Taylor & Francis Journals, vol. 2(1), pages 1122256-112, December.
    2. Dag Øivind Madsen, 2014. "How do managers encounter fashionable management concepts? A study of balanced scorecard adopters in Scandinavia," International Journal of Management Concepts and Philosophy, Inderscience Enterprises Ltd, vol. 8(4), pages 249-267.
    3. Natcha Thawesaengskulthai & James Tannock, 2008. "Fashion Setting in Quality Management and Continuous Improvement," International Studies of Management & Organization, Taylor & Francis Journals, vol. 38(2), pages 5-24, January.
    4. Rossem, Annick Van & Veen, Kees Van, 2011. "Managers' awareness of fashionable management concepts: An empirical study," European Management Journal, Elsevier, vol. 29(3), pages 206-216, June.
    5. Richard E. White & John N. Pearson & Jeffrey R. Wilson, 1999. "JIT Manufacturing: A Survey of Implementations in Small and Large U.S. Manufacturers," Management Science, INFORMS, vol. 45(1), pages 1-15, January.
    6. Alexander T. Nicolai & Ann‐Christine Schulz & Thomas W. Thomas, 2010. "What Wall Street Wants – Exploring the Role of Security Analysts in the Evolution and Spread of Management Concepts," Journal of Management Studies, Wiley Blackwell, vol. 47(1), pages 162-189, January.
    7. Marie-Laure Salles-Djelic, 1998. "Exporting the American Model," Post-Print hal-01892020, HAL.
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    1. Dag Øivind Madsen & Terje Berg & Tonny Stenheim & Janne Vagnild Moum & Inger Overland Bordewich & Maria Storsveen, 2019. "The Long-term Sustainability of Lean as a Management Practice: Survey Evidence on Diffusion and Use of the Concept in Norway in the Period 2015–2017," Sustainability, MDPI, vol. 11(11), pages 1-18, June.
    2. Dag Øivind Madsen & Stig Risvik & Tonny Stenheim, 2017. "The diffusion of Lean in the Norwegian municipality sector: An exploratory survey," Cogent Business & Management, Taylor & Francis Journals, vol. 4(1), pages 1411067-141, January.

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