Lean is a strategy

Florian Magnani (), Michael Ballé and Godefroy Beauvallet
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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

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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.

Keywords: Lean strategy; Strategic thinking and execution; Dynamic capabilities; Competitive advantage; Single-loop and double-loop learning (search for similar items in EconPapers)
Date: 2024-03-21
Note: View the original document on HAL open archive server: https://hal.science/hal-04508349v1
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Published in A Research Agenda for Lean Management, Edward Elgar Publishing, pp.15-34, 2024, 9781035302901. ⟨10.4337/9781035302918.00011⟩

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-04508349

DOI: 10.4337/9781035302918.00011

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