{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,9,29]],"date-time":"2025-09-29T20:38:20Z","timestamp":1759178300211,"version":"3.41.2"},"reference-count":22,"publisher":"Emerald","issue":"6\/7","license":[{"start":{"date-parts":[[2015,6,1]],"date-time":"2015-06-01T00:00:00Z","timestamp":1433116800000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2015,6,1]]},"abstract":"<jats:sec><jats:title content-type=\"abstract-heading\">Purpose<\/jats:title><jats:p>\u2013 The purpose of this paper is to address the organizational implications of transformative Lean Deployment initiatives, leveraging the Viable System Model to understand what is needed organizationally so these initiatives can succeed and take root.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Design\/methodology\/approach<\/jats:title><jats:p>\u2013 The paper starts by pointing out how Lean practices presuppose and demand empowered, autonomous organizational units at all levels. It then highlights how Lean manages the resulting Recursive Organization of \u201cautonomous units within autonomous units\u201d through powerful cohesion mechanisms addressing the negotiation of goals and resources, unit-to-unit coordination and process monitoring \u2013 with tools such as Pull, Kanban, Hoshin Kanri, A3 and the Toyota Kata, supported by operational practices such as Visual Controls, Standard Work, etc.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Findings<\/jats:title><jats:p>\u2013 The Viable System Model was found to provide a valuable guide for articulating the organizational underpinnings of Lean deployments, including the effective, recursive distribution of deployment responsibility and authority at all levels, the identification of the right composition and reporting structure of implementation teams, and the role to be attributed to support organizations.<\/jats:p><\/jats:sec><jats:sec><jats:title content-type=\"abstract-heading\">Originality\/value<\/jats:title><jats:p>\u2013 The approach provides a framework for understanding the organizational implications and possible resistance to comprehensive Lean deployments, and for appropriately including the all-important organizational dimension in order to promote the success of these deployments. It is also hoped that the paper can contribute to a more holistic, integrative understanding of what it means for an organization to embark on its Lean journey.<\/jats:p><\/jats:sec>","DOI":"10.1108\/k-01-2015-0020","type":"journal-article","created":{"date-parts":[[2015,9,25]],"date-time":"2015-09-25T04:26:13Z","timestamp":1443155173000},"page":"970-983","source":"Crossref","is-referenced-by-count":5,"title":["Organizing for Lean: autonomy, recursion and cohesion"],"prefix":"10.1108","volume":"44","author":[{"given":"Benjamin","family":"Sagalovsky","sequence":"first","affiliation":[],"role":[{"role":"author","vocabulary":"crossref"}]}],"member":"140","reference":[{"key":"key2020122320415279900_b1","unstructured":"Anderson, D. (2010), Kanban: Successful Evolutionary Change for Your Technology Business , Blue Hole Press, Sequim, WA."},{"key":"key2020122320415279900_b2","doi-asserted-by":"crossref","unstructured":"Ballard, G. and Howell, G. 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(2004), The Toyota Way , McGraw Hill, New York, NY."},{"key":"key2020122320415279900_b17","unstructured":"Macomber, H. and Howell, G. (2003), \u201cLinguistic action: contributing to the theory of lean construction\u201d, Proceedings of the 11th Annual Meeting of the International Group for Lean Construction, Blacksburg, VA."},{"key":"key2020122320415279900_b18","unstructured":"Poppiendeck, M. and Poppiendeck, T. (2006), Implementing Lean Software Development: From Concept to Cash , Addison-Wesley, Boston, MA."},{"key":"key2020122320415279900_b19","unstructured":"Rother, M. (2010), Toyota Kata: Managing People for Improvement, Adaptiveness, and Superior Results , McGraw-Hill, New York, NY."},{"key":"key2020122320415279900_b21","unstructured":"Rother, M. and Shook, J. (1999), Learning to See: Value Stream Mapping to Add Value and Eliminate Muda , The Lean Enterprise Institute, Cambridge, MA."},{"key":"key2020122320415279900_b22","unstructured":"Spear, S.J. 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