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Lean is a strategy

Author

Listed:
  • Florian Magnani

    (CERGAM - Centre d'Études et de Recherche en Gestion d'Aix-Marseille - AMU - Aix Marseille Université - UTLN - Université de Toulon, ECM - École Centrale de Marseille)

  • Michael Ballé

    (Institut Lean France)

  • Godefroy Beauvallet

    (NOS - Numérique, Organisation et Société - I3 SES - Institut interdisciplinaire de l’innovation de Telecom Paris - Télécom Paris - IMT - Institut Mines-Télécom [Paris] - IP Paris - Institut Polytechnique de Paris - I3 - Institut interdisciplinaire de l’innovation - CNRS - Centre National de la Recherche Scientifique, SES - Département Sciences Economiques et Sociales - Télécom Paris - IMT - Institut Mines-Télécom [Paris] - IP Paris - Institut Polytechnique de Paris)

Abstract

The authors offer a view of lean as a strategy based on an emergent process of learning. The view of lean as a strategy departs from current research substantially. First of all, it positions lean in the realm of strategic management and not in operations management or related disciplines. Second, by focusing on learning, it does not distinguish the phase of strategy development from the phase of strategy execution. The authors urge scholars and managers alike to keep studying lean through the prism of strategy by adopting an emergent learning perspective. They argue that this will help to capture the essence of lean as a competitive weapon.

Suggested Citation

  • Florian Magnani & Michael Ballé & Godefroy Beauvallet, 2024. "Lean is a strategy," Post-Print hal-04508349, HAL.
    • Handle: RePEc:hal:journl:hal-04508349
    DOI: 10.4337/9781035302918.00011
    Note: View the original document on HAL open archive server: https://hal.science/hal-04508349v1
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