Hostname: page-component-8448b6f56d-t5pn6 Total loading time: 0 Render date: 2024-04-23T09:16:46.364Z Has data issue: false hasContentIssue false
  • English
  • Français

An ethical role for I-O psychology in Lean management

Published online by Cambridge University Press:  13 November 2019

Rachel S. Rauvola  and
Candice L. Thomas
Rachel S. Rauvola*
Affiliation:
Saint Louis University
Candice L. Thomas
Affiliation:
Saint Louis University
*
*Corresponding author. Email: shelly.rauvola@slu.edu
Get access Rights & Permissions [Opens in a new window]

Abstract

An abstract is not available for this content so a preview has been provided. Please use the Get access link above for information on how to access this content.
Image of the first page of this content. For PDF version, please use the ‘Save PDF’ preceeding this image.'
Type
Commentaries
Information
Industrial and Organizational Psychology , Volume 12 , Issue 3 , September 2019 , pp. 239 - 242
Copyright
© Society for Industrial and Organizational Psychology 2019 

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Balzer, W. K., Brodke, M. H., Kluse, C., & Zickar, M. J. (2019). Revolution or 30-year fad? A role for I-O psychology in lean management. Industrial and Organizational Psychology: Perspectives on Science and Practice, 12(3), 215–233.Google Scholar
Bose, A. J. C., & Sinha, S. (2012). Human side of lean production: Aren’t we on a slippery slope? International Journal of Lean Thinking, 3, 101–116.Google Scholar
Brown, G. D., & O’Rourke, D. (2007). Lean manufacturing comes to China: A case study of its impact on workplace health and safety. International Journal of International and Environmental Health, 13, 249–257. doi:10.1179/oeh.2007.13.3.249Google ScholarPubMed
Carter, B., Danford, A., Howcroft, D., Richardson, H., Smith, A., & Taylor, P. (2013). “Stressed out of my box”: Employee experience of lean working and occupational ill-health in clerical work in the UK public sector. Work, Employment and Society, 27, 747–767. doi:10.1177/0950017012469064CrossRefGoogle Scholar
Distelhorst, G., Hainmueller, J., & Locke, R. M. (2017). Does lean improve labor standards? Management and social performance in the Nike supply chain. Management Science, 63, 707–728. doi:10.1287/mnsc.2015.2369CrossRefGoogle Scholar
Huxley, C. (2015). Three decades of lean production: Practice, ideology, and resistance. International Journal of Sociology, 45, 133–151. doi:10.1080/00207659.2015.1061859CrossRefGoogle Scholar
Lefkowitz, J. (2008). To prosper, organizational psychology should … expand the values of organizational psychology to match the quality of its ethics. Journal of Organizational Behavior, 29, 439–453. doi:10.1002/job.527CrossRefGoogle Scholar
Mefford, R. N. (2010). Offshoring, lean production and a sustainable global supply chain. European Journal of International Management, 4, 303–315. doi:10.1504/ejim.2010.033006Google Scholar
O’Donnell, M. (1995). Empowerment or enslavement? Lean production, immigrant women and service work in public hospitals. Labour & Industry, 6, 73–94. doi:10.1080/10301763.1995.10669145CrossRefGoogle Scholar
Radnor, Z., & Boaden, R. (2008). Editorial: Lean in public services—panacea or paradox? Public Money & Management, 28, 3–7.Google Scholar