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Stakeholder Network Dynamics and Emergent Trajectories of Lean Implementation Projects: A Study in the UK National Health Service

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  • Thanos Papadopoulos
  • Yasmin Merali

Abstract

Relatively little has been published about the dynamics and mechanisms underpinning the trajectories and outcomes of public service Lean projects. This article addresses this gap by using Actor Network Theory (ANT) to elucidate the dynamics of Lean implementation in a UK hospital trust. The authors show how implementation trajectories play out in complex contexts with multiple and diverse stakeholder constituencies. The analysis provides insights into the process and role of network formation and stabilization in Lean implementation. Finally, the authors discuss the implications of their findings for management practice.

Suggested Citation

  • Thanos Papadopoulos & Yasmin Merali, 2008. "Stakeholder Network Dynamics and Emergent Trajectories of Lean Implementation Projects: A Study in the UK National Health Service," Public Money & Management, Taylor & Francis Journals, vol. 28(1), pages 41-48, February.
    • Handle: RePEc:taf:pubmmg:v:28:y:2008:i:1:p:41-48
    DOI: 10.1111/j.1467-9302.2008.00617.x
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    File URL: http://hdl.handle.net/10.1111/j.1467-9302.2008.00617.x
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    Cited by:

    1. Duane Windsor, 2010. "The Role of Dynamics in Stakeholder Thinking," Journal of Business Ethics, Springer, vol. 96(1), pages 79-87, August.
    2. Lukrafka, Tatiany Oleques & Silva, Diego Souza & Echeveste, Marcia, 2020. "A geographic picture of Lean adoption in the public sector: Cases, approaches, and a refreshed agenda," European Management Journal, Elsevier, vol. 38(3), pages 506-517.
    3. Thanos Papadopoulos, 2012. "Public–Private Partnerships from a Systems Perspective: A Case in the English National Health Service," Systems Research and Behavioral Science, Wiley Blackwell, vol. 29(4), pages 420-435, July.

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