Revolution or 30-year fad? A role for I-O psychology in Lean management

Balzer, William K.; Brodke, Michelle; Kluse, Christopher; Zickar, Michael J.

doi:10.1017/iop.2019.23

Cited by 28 publications

(34 citation statements)

References 64 publications

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“…The inclusion of assumptions into the loop of action and consequences evolves into double-loop learning (Argyris, 1999). The single-loop and double-loop learning concepts were fundamental in Argyris's organizational learning theory that he, together with Schön (1989), investigated through participatory action research (Lewin, 1946(Lewin, /2010; also see Kristiansen & Bloch-Poulsen, 2017). One such research-consultative project was Lazes's Xerox case, where Argyris and Schön had workers and management collaborate, resulting in a change regarding how the company defined productivity-a move away from productivity-per-worker to organizational productivity (Argyris & Schön, 1989).…”

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confidence: 99%

Leadership concepts in manufacturing environments: A brief historical review and conclusion with recommendations for education and training of I-O psychologists

Tinker-Walker

Walker

2020

Ind. Organ. Psychol.

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Viewing production-line workers from a historical standpoint, the attention on manufacturing in the 19th and into the 20th centuries was on production (Fifelski, 2014) and production-oriented leadership style, in contrast to employee-oriented leadership style (Likert, 1961; see also Kosicek, Soni, Sandbothe, & Slack, 2012). Around the turn of the 20th century, changes took place, and it appears as if two different approaches were taken in manufacturing environments: research–practitioner-based leadership approaches and management-based leadership approaches; the latter approach is less a leadership style and more a social management philosophy em+phasizing business operation (Vitolla, Rubino, & Garzoni, 2017). This review should bring awareness that industrial and organizational (I-O) psychologists once took on the lead to major successes that arose from work in manufacturing companies; however, today there is hardly any contribution by I-O psychologists to the manufacturing sector.

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Leadership concepts in manufacturing environments: A brief historical review and conclusion with recommendations for education and training of I-O psychologists

Tinker-Walker

Walker

2020

Ind. Organ. Psychol.

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“…Without a basis of empirical evidence to rely on, scientist-practitioners may be left to rely on less credible sources when tasked with designing or implementing a pulse survey program (Delmhorst, 2018). This imbalance mirrors a broader research-practice divide regarding many popular talent management practices such as Lean management (Balzer et al, 2019). Rotolo and colleagues (2018) warned that the adoption of novel survey methods without a foundation of research evidence potentially leads to poor results and disinterest in organizational surveys in the long run.…”

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Investigating the Promise and Pitfalls of Pulse Surveys

Brown¹

2020

Preprint

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Despite the growing popularity and marketing of pulse surveys, there is little research concerning this practice. To this end, this practice forum reports the results of a four-wave pulse survey conducted in a health-care organization. Pulse surveys provided reliable estimates of overall engagement but scores remained stable across eight months. Practically no differences in group scores or trends could be found despite high participation. Item responses displayed little differences between groups and poor discriminant validity. Based on these results, pulse surveys may be adequate for estimating overall employee sentiment but not useful for detecting change over time or differences between groups. These limitations should be considered when designing or implementing pulse surveys.

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“…The goal is to "get out of the building" to contact customers and partners for feedback on their business model, utilize their input to refine their assumptions, and search for a repeatable and scalable business model that works after numerous adjustments and revisions (Blank, 2013). In sum, this Lean startup method reflects the core of Lean management, which is the customer focus (see the "roof" of Lean house; Balzer et al, 2019).…”

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confidence: 99%

The challenges of Lean management research and practice in the field of entrepreneurship: The roles of I-O psychology theories and I-O psychologists

Cai

Qian

Humphrey

2019

Ind. Organ. Psychol.

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Balzer, Brodke, Kluse, and Zickar (2019) present a focal article to discuss why Lean management, in spite of its popularity in some other areas, receives little attention in the field of industrial and organizational (I-O) psychology. Moreover, they argue that I-O psychologists can play a role in improving Lean management and in amplifying its impact. Specifically, Balzer et al. identify a set of topics that may stimulate I-O psychologists' interest in Lean management. Based on our review of the cited literature in Balzer et al., we found that major entrepreneurship journals were not cited. Entrepreneurship was depicted as "an exciting field of inquiry for I/O psychology" (Frese & Gielnik, 2014, p. 430), and it is known to enhance and enrich our knowledge in I-O psychology (Frese & Gielnik, 2014). Given the recent rise of the "psychology of entrepreneurship" (Frese & Gielnik, 2014), we argue that this omission in Balzer et al. may have to be addressed because Lean management is an important topic in the field of entrepreneurship. Although the field of entrepreneurship has begun paying attention to I-O psychology, more needs to be done. Research on Lean management may help to reduce the gap between I-O psychology and entrepreneurship. We will discuss the status quo of Lean management in entrepreneurship studies, the challenges of Lean management research and practice in the field of entrepreneurship, and how I-O psychology theories address these challenges and enrich the current understanding of Lean management in entrepreneurship. Lean management in entrepreneurship Lean management has gained considerable popularity in the field of entrepreneurship. Guided by Lean management principles, practitioners (e.g., Blank, 2013; Blank & Dorf, 2012; Ries, 2011) have developed Lean startup methods based on extrapolation from their own startup experiences. The popularity of Lean startup methods has been rapidly growing and has spread across hotbeds of entrepreneurship (e.g., Silicon Valley) and across global audiences (Mansoori & Lackéus, in press). There are also claims that Lean startup methods have become the most popular system for accelerators, entrepreneurs, incubators, and entrepreneurship programs (Blank, 2013; Mansoori & Lackéus, in press). Lean startup approaches take a hypothesis testing approach to entrepreneurship through which entrepreneurs translate their ideas into business model hypotheses, evaluate their assumptions about customers' needs, and create a "minimum viable product" (MVP) to examine their proposed solutions to customers' needs (Blank, 2013; Ghezzi & Cavallo, in press). Based on the outcomes of testing, entrepreneurs may decide to (a) proceed with the proposed business model; (b) pivot to a revised business model; or (c) scrap the business idea (Blank, 2013). This process

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Revolution or 30-year fad? A role for I-O psychology in Lean management

Cited by 28 publications

References 64 publications

Leadership concepts in manufacturing environments: A brief historical review and conclusion with recommendations for education and training of I-O psychologists

Leadership concepts in manufacturing environments: A brief historical review and conclusion with recommendations for education and training of I-O psychologists

Investigating the Promise and Pitfalls of Pulse Surveys

The challenges of Lean management research and practice in the field of entrepreneurship: The roles of I-O psychology theories and I-O psychologists

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