Towards an Understanding of HRDLean Strategy Linkages: A Multicase Study of Four U.S. Based Firms

Abstract

The link between HRD and Lean strategy is not well explored in the existing literature and lacks empirical depth regarding how the two conceptual domains are connected. Specifically, we focus on the role of HRD in organizations undergoing Lean strategy implementation. We adopt a qualitative multicase study approach and identify ways in which organizations develop HRD and Lean strategy linkages (HRDLean). Building on previous research, we investigate four firms, all involved in the implementation of Lean strategy, and present a three‐phase emergent model that reflects our study findings regarding the distinct HRDLean linkages developed in these organizations. The model representing the case study data identifies sense making, alignment, and value‐enabling mechanisms as three distinctive outcomes that enhance the value of HRD in Lean strategy implementation. The strength of the HRDLean linkages demonstrate the value of integrating HRD with Operations for sustaining unit‐level performance and positively influence the perceptions of HRD contributions to organizational strategy in general. The implications for enhancing the role of HRD in organizations implementing strategy are explored.

Training and its influence on competitive strategy implementation

“…This study evaluated the impact of training on the implementation of the opposite competitive strategies proposed by Miles and Snow (), which is consistent with the postulate that training supports the implementation of competitive strategy (Alagaraja et al, ; Garavan, ; Holton, ; Jackson & Schuler, ; Noe, ). To date, said postulate has received insufficient empirical support, despite its widespread proposal (Noe & Tews, ).…”

“…Human capital enhancement, through training, is considered to be among the most important means for organizations to implement the competitive strategies that they pursue (Alagaraja, Egan, & Woodman, ; Jackson & Schuler, ). Additionally, training offers individuals the opportunity to improve their performance, so as to be more successful at work (Welbourne, ; Werner, ).…”

“…Therefore, this study evaluates the influence of training on competitive strategy implementation, in response to the clear need to strategically analyze this HR practice (Alagaraja et al, ; Garavan, ; Holton, ; Noe & Tews, ; Ployhart, ). In order to accomplish said integration, in the present study the resource‐based view (RBV) of the firm and the contingency mode of theorizing in SHR are used as theoretical foundations.…”

“…As little research has addressed the relationship between training and strategy (Alagaraja et al, ; Noe & Tews, ; Ployhart, ), understanding said relationship implies answering the unique research questions that guide this study: What are the specific training contents that positively influence competitive strategy implementation? What are the specific training contents that negatively influence competitive strategy implementation?…”

Human Resource Development Quarterly and human resource development: Past, present, and future

“…Each year, as a feature of the Richard A. Swanson award process, our Editorial Board is invited to nominate a “top paper” for consideration for this prestigious award. This process has identified excellence across a range of HRD topics and methods: Lans, Verhees, and Verstegen (), Social competence in small firms—Fostering workplace learning and performance (Mixed Methods); Alagaraja, Egan, and Woodman (), Towards an understanding of HRD lean strategy linkages: A multicase study of four U.S. based firms (Qualitative); and Hutchins, Penney, and Sublett (2018), What imposters risk at work: Exploring imposter phenomenon, stress coping, and job outcomes (Quantitative).…”