The Strategic Value of HRD in Lean Strategy Implementation Academic Article

abstract

• AbstractCentral to the relevance of HRD is the inclusion of HRD professionals and functions in organizational strategy. Understanding how HRD units and professionals contribute to or hinder organizational strategy is important for the field. We describe an organizational case in which a systemic strategic initiative involving Lean strategy is deployed and the specific contributions by HRD. We also highlight and provide themes from both extant general strategy and Lean strategy literature and key findings from thematic analysis from multilevel organizational interview data. An empirically derived model framing the strategic value of HRD in Lean strategy implementation is provided. These findings highlight HRD contributions for organizations involved in strategy implementation.

authors

• Alagaraja, Meera

published proceedings

• HUMAN RESOURCE DEVELOPMENT QUARTERLY

altmetric score

• 0.5

author list (cited authors)

• Alagaraja, M., & Egan, T.

citation count

• 40

complete list of authors

• Alagaraja, Meera||Egan, Toby

publication date

• March 2013

publisher

• Wiley  Publisher

published in

• Human Resource Development Quarterly  Journal

keywords

• 35 Commerce, Management, Tourism And Services
• 3503 Business Systems In Context
• 3507 Strategy, Management And Organisational Behaviour

Digital Object Identifier (DOI)

• 10.1002/hrdq.21155

start page

• 1

end page

• 27

volume

• 24

issue

• 1

URL

• http://dx.doi.org/10.1002/hrdq.21155