Use this URL to cite or link to this record in EThOS: https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.774027
Title: Lean manufacturing strategy and strategic posture : a case study of a Thai manufacturing company
Author: Kayurin, Lamun
ISNI:       0000 0004 7961 2586
Awarding Body: University of Aberdeen
Current Institution: University of Aberdeen
Date of Award: 2019
Availability of Full Text:
Access from EThOS:
Full text unavailable from EThOS. Please try the link below.
Access from Institution:
Abstract:
This study explores how adopting a lean manufacturing strategy reconfigures an organization's strategic posture and management control system. In doing so, it articulates case and cultural-specific peculiarities of a lean manufacturing strategy implementation, organizational actors' reaction to the changes such a strategy brought and how this implementation changed the organization's value systems. Empirically, the research draws on three months' fieldwork in a Thai manufacturing company that implemented what it called a "lean manufacturing strategy". Methodologically, this study's overall post-positivistic qualitative approach involves triangulating multiple data collection methods and sources, including interviews, observations and company documentation. Theoretically, Robert Simons' Levers of Control framework is used to interpret the company's 'strategic posture', which is, thereby, conceptualized in terms of belief systems (strategic perspective), boundary system (strategic position), diagnostic control system (strategic performance measurement) and interactive control system (strategic pattern in action). These conceptual elements of strategic posture are used to explain how adopting a lean manufacturing strategy has reconfigured the company's strategic posture. The findings illustrate that accounting calculations embedded in the company's performance measurement system play a constituting role in institutionalizing other components of the strategic posture amid initial implementation issues deriving from worker and manager resistance. The study's main contribution is empirical: demonstrating how accounting numbers are central to strategy formulation and implementation but also how performance measurement systems enact and enable 'strategic posture'. In making these empirical contributions, the study also shows how Simons' Levers of Control framework is useful as a sensitising device for explaining strategic and operational changes brought about by various management change programmes.
Supervisor: Alawattage, Chandana Sponsor: Rajamangala University of Technology Srivijaya
Qualification Name: Thesis (Ph.D.) Qualification Level: Doctoral
EThOS ID: uk.bl.ethos.774027  DOI: Not available
Keywords: Lean manufacturing ; Performance ; Industrial management ; Strategic planning
Share: