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Teamwork within lean production or the paradox between standardization of work and innovation
Stockholm University, Faculty of Social Sciences, Department of Psychology.
Stockholm University, Faculty of Social Sciences, Department of Psychology.
University of Trier.
2013 (English)In: Imagine the future world: How do we want to work tomorrow?: Abstract proceedings of the 16th EAWOP Congress 2013 / [ed] Guido Hertel, Carmen Binnewies, Stefan Krumm, Heinz Holling, Martin Kleinmann, 2013, 777-777 p.Conference paper, Abstract (Other academic)
Abstract [en]

Purpose: The core of lean production is founded on the concept of continuous product and process improvement and the elimination of nonvalue-adding activities and teamwork as a pillar to becoming lean. Autonomy has shown to be crucial for motivation, job satisfaction, performance and innovative teamwork. To reduce nonvalue-adding activities means to standardize work procedures and hence to reduce autonomy. Continuous improvement, on the other hand, relies on teams that are proactive. How can the paradox between the standardization of work and innovative teamwork be understood? The aim of the study is to explore job design practices that enhance team proactivity within a lean production system where autonomy is uttermost restricted. We hypothesize that job design parameters (team participation in decision making regarding job routines, participative leadership style, cross-functional cooperation) enhance team proactivity via team learning (building shared meaning) as a mediator. Design/Methodology: The hypotheses were tested using hierarchical multiple regression and mediation analysis with aggregated data consisting of 57 teams (N = 417 individuals) on shop-floor level within one production plant. Results: Results showed that the model explained 49% of team proactivity, of which building shared meaning was the major contributor and mediator between team participation, crossfunctional cooperation and proactivity. Limitations: Results are based on a cross-sectional study and cannot be interpreted causally yet. Research/Practical Implications: This study contributes to the research on team learning and transactive memory as it underline the importance of shared perceptions on team level for proactivity to emerge.

Place, publisher, year, edition, pages
2013. 777-777 p.
Keyword [en]
teamwork, lean production, proactivity
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Research subject
URN: urn:nbn:se:su:diva-99308OAI: diva2:686602
16th congress of the European Association of Work and Organizational Psychology, 2013 May 22nd-25th in Münster, Germany
Available from: 2014-01-12 Created: 2014-01-12 Last updated: 2014-03-04Bibliographically approved

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