Context‐driven implementation strategies: Exploring three approaches to implement a lean capability framework within a global production company

Abstract

This paper explores global implementation of capability building projects as part of an corporate lean programme. The aim is to identify the core parameters in global implementation of complex knowledge in various contexts within the corporation. The empirical research investigates the global implementation of a lean capability project in three regional clusters within a large pharmaceutical multinational production company. The findings indicate that contextual situations in regional clusters, for example, maturity levels, national culture, and previous experiences, influence the design of the implementation approaches embedding knowledge management principles in various ways. Three types of implementation approaches (horizontal, parallel, and delegated) are identified, which highlights the strategically different pathways to realise new frameworks for knowledge management. This study shows how adjustments to contextual situations influence the implementation process and identifies various hallenges with various approaches that may hinder the execution of lean strategy. This paper puts forward five identified implementation parameters that could guide future research and knowledge management practitioners in opex, HR, and learning and development functions.